NWACUHO
Northwest Association of College & University Housing Officers

Master Plan

NWACUHO Master Plan 2017-2021

Voting institutions: Download the 2017 Business Meeting Packet!

The NWACUHO Master Plan was commissioned in the spring of 2011 by the Board of Directors. The charge to the master planning team, comprised of the current and past-presidents, was to provide a broad framework for moving NWACUHO forward as an organization. The team created 5 priorities along with accompanying objectives to help direct the work of the membership in implementing the master plan.

The purpose of this website is to serve as a clearinghouse for the master plan and the progress made towards implementing the priorities identified by the master planning team. If you would like to help with the implementation for one of the active objectives, contact the board member (their email is linked under the objective) and they will add you to the communication for the team.

Upon formalization of the organizational and legal structure of NWACUHO in 2011, the Board shifted focus to long term consistency, sustainability, and the programmatic direction of the Association. A desired outcome was the creation of a Master Plan as well as overall organizational identity. The 5-year master plan that resulted from the work of the initial work group concluded during our 2016 annual conference in Anchorage, Alaska, and the NWACUHO Board of Directors was then tasked with creating an updated master plan for 2017-2021.

Utilizing the framework provided from the first NWACUHO Master Plan, the Board commissioned a group of NWACUHO leaders to serve as consultants. This group consists of:

Tina Fuchs
NWACUHO Past President
Dean of Students & Director of University Housing
Western Oregon University

Josh Gana
NWACUHO Past President
Associate Director
Housing & Food Services
University of Washington

Brian Kerrick
NWACUHO President Elect
Facilities Specialist
Housing & Food Services
University of Washington

Kathryn Magura
Master Plan Committee Chair
NWACUHO Past President
Assistant Director, Operations
University Housing & Dining Services
Oregon State University

Craig Whitton
NWACUHO President
Residence Area Coordinator
University of Alberta

Master Plan Focus Areas

The master planning consultant group has identified six specific focus areas (listed alphabetically) in which a gap exists between the current reality and the desired situation. These focus areas represent issues that the Association has struggled with for multiple years; many of which have been discussed annually by the Board of Directors but have failed to move forward in a meaningful way.

It is the belief of the workgroup that by identifying and prioritizing objectives within each focus area, and, developing and implementing action plans for each objective, NWACUHO will achieve incremental gains as an organization. Through this process, programs, activities, and operations will become more consistent with the core ideology of the Association in a progressive fashion.

For each focus area, key indicators identify operational areas in which success will be evident as the organization progresses towards the desired situation.  Objectives further drill down each key indicator, from which an action plan will assist in achieving each objective.

Focus areas are listed alphabetically, click to expand:

Focus Area: Diversity, Accessibility, and Inclusion
Current Situation:   Challenges have been identified in terms of accessibility of programs and services, diversity of representation, and inclusion of our membership. The Association has created a preliminary structure to increase the organization’s focus on diversity, accessibility, and inclusion.

Desired Situation:   NWACUHO has a prevalent culture of diversity, accessibility, and inclusion in all programs and services. All members feel like they have a place in the organization and are able to participate.

Key Indicators: Organizational documents, procedures, and philosophies reflect the organization’s diversity and inclusion values

Diversity of leadership

Programs and services are demonstrably conducive to member participation

 

Focus Area: Financial Stewardship
Current Situation: NWACUHO has sound financial policies and practices, however, the revenue model is not sustainable for long-term growth, and is over-reliant on corporate members and conference revenue. The membership continues to be cost-sensitive.

Desired Situation: NWACUHO continues to be financially accessible, afford a value to members, and operates with a sustainable financial model.

Key Indicators: Member Institution dues

Cost benefit analysis of programs and services

Revenue model

Savings and investment policy

Corporate member stability

 

Focus Area: Governance
Current Situation: Volunteer positions are inherently difficult to maintain in respect to role clarity, accountability, and continuity of operations. Members report a lack of understanding of the context by which decisions are made.

Desired Situation: Efficient, effective, and inclusive governance and operating structure for the Association is present and is representative of the membership.

Key Indicators: Structure and responsibilities of Board positions

Board cultivation and clearly articulated ways to increase involvement

Board member accountability

Documentation of organizational precedents and historical data

Values-based decision making model

Training and on-boarding of new board members

 

Focus Area: Member Access and Engagement
Current Situation: NWACUHO has heavy new professional involvement, but waning involvement from mid and senior level members. Opportunities for continued involvement are not well utilized.

Desired Situation: A culture of sustainable engagement, continued contribution, and opportunities for involvement is present. Additionally, articulated pathways to support progressive involvement in the Association exist.

Key Indicators: Senior Housing Officer involvement

Progressive membership engagement

Institutional membership

Corporate membership

 

Focus Area: Outreach and Communication

Current Situation: Communication channels incorporate modern functionality and reflect the needs of the Association and NWACUHO’s culture of personal connections.  Communications efforts do not fully connect with the membership and members report a lack of transparency in operations.

Desired Situation: Communication channels incorporate modern functionality and reflect the needs of the Association, including the personalized nature of the culture of our region.  Members are aware of NWACUHO programs and services, understand organizational decision-making processes, and historical records are well-documented.

Key Indicators: Developed communications strategy and branding guidelines

ACUHO-I relationship/advocacy

Website content and functionality

Member awareness of programs, services, and association business activities

 

Focus Area: Programs and Services
Current Situation: The annual conference is the most utilized NWACUHO program, however, there is a lack of depth and engagement in year-round initiatives.  The offering and execution of other program initiatives is inconsistent.  

Desired Situation: Utilize a comprehensive strategy for all programs and services as is done for the annual conference, incorporating proposal, review, execution, and assessment processes to offer year-round opportunities for focused and progressive engagement and involvement for the membership.

Key Indicators: Existence of articulated program plan that incorporates diverse delivery methods, subject matters, and levels of participation Regular opportunities for participation beyond the annual conference Competency-based educational curriculum for programs and services Member assessments demonstrate that NWACUHO programs and services meet their needs.

 

Objectives

Within each focus area, objectives identify activities that will move the organization towards success in regard to the key indicators. These objectives reflect the “what” phase of the master plan.

The master planning workgroup identified 57 objectives for inclusion in the 2017-2021 Master Plan.  In February 2017, the NWACUHO Board of Directors will prioritize these objectives to determine where to focus efforts in 2017 and beyond. A medium or low priority does not indicate a lack of importance, or, that the objective will not be achieved; rather, it informs the Board in developing a manageable, phased action plan on an annual basis.  

As high priority items are achieved, medium and low priority are re-assessed as medium or high priority, and occasionally new items are added.  At the annual October planning meeting, the Board will assess which objectives have been achieved and can be marked complete, which have been started but will continue into the following year, which new objectives will be included in the coming year’s action plan, and which objectives will be addressed in later years.

Prioritization

  • High:  Areas that need attention in the near term, within the next 1 – 2 years.
  • Medium:  Areas that need attention in the midterm, within the next 2 – 3 years.
  • Low:  Areas that need attention in the long term, within the next 3 – 5 years or beyond.

Objectives are listed alphabetically:

Diversity, Access, and Inclusion Objectives

Key Indicator Objective Priority Team Status
I. Organizational documents, procedures, and philosophies reflect the organization’s diversity and inclusion values A. Develop philosophical principles that serve to define and communicate how NWACUHO advocates for its members. Medium Not Yet Started
I. Organizational documents, procedures, and philosophies reflect the organization’s diversity and inclusion values B. Conduct review of organizational foundational documents, contracts, and marketing materials to ensure congruency with diversity and inclusion values. High  Janie Sacco, Diversity & Inclusion Committee In Progress
II. Diversity of leadership A. Identify barriers to diverse involvement in leadership roles and develop an action plan to remove those barriers. High  Craig Whitton, Brian Kerrick In Progress
III. Programs and services are demonstrably conducive to member participation A. Review best practices  for members communicating accommodation needs to the Association planning teams. Medium Not Yet Started
III. Programs and services are demonstrably conducive to member participation B. Develop a practice of ensuring accessibility and accommodation for members to participate in programs and services inclusive of program registrations, online engagement, event site selection, and activities. High  Janie Sacco, Diversity & Inclusion Committee In Progress

Financial Stewardship Objectives

Key Indicator Objective Priority Team Status
I. Member Institution Dues A. Conduct a review of the membership dues structure to ensure it supports the revenue strategy of the Association. High   Aimee Scrivens, Craig Whitton, Joe McQuillin In Progress
I. Member Institution Dues B. Benchmark member dues with other regional associations. Low  Aimee Scrivens Completed
II. Cost benefit analysis of programs and services A. Create an overview of current programs and services. High  Kate Gannon Cullinan, Laura Lambeth, Shelly Clark Completed
II. Cost benefit analysis of programs and services B. Document total cost of participation for each provided service. Medium Not Yet Started
II. Cost benefit analysis of programs and services C. Develop educational materials for the membership that explains the value proposition for NWACUHO programs and services. Medium Not Yet Started
III. Revenue Model A. Revise revenue model to be sustainable and not dependent upon one revenue stream, including a comprehensive review of the annual conference requirements and planning cycle. Medium Not Yet Started
III. Revenue Model B. Benchmark best practices for Association revenue both with other regional associations and non-profit organizations from outside the housing industry. High  Aimee Scrivens, Craig Whitton, Joe McQuillin In Progress
III. Revenue Model C. Analyze additional options for funding including fundraising and endowments. Low  Not Yet Started
IV. Savings and investment policy A. Determine and document reserve funding needs and sources for the Association. Low Not Yet Started
IV. Savings and investment policy B. Develop and document a philosophy and policy for Association investment funds. Low Not Yet Started
V. Corporate Member stability A. Conduct comparative review of Corporate Member Programs as compared to other regions. High  Joe McQuillin, Aimee Scrivens, Shelly Clark In Progress
V. Corporate Member Stability B. Revise corporate member program to ensure sustainability & engagement based on corporate member assessment High  Joe McQuillin, Brian Kerrick Completed

Governance Objectives

Key Indicator Objective Priority Team Status
I. Structure and responsibilities of Board positions A. Evaluate model of direct reporting and accountability structures within the board with a specific focus on state and provincial representative positions. High Craig Whitton, Brian Kerrick In Progress
I. Structure and responsibilities of Board positions B. Determine whether to add a conference chair position to the Board. High Craig Whitton, Shelly Clark, Brian Kerrick In Progress
I. Structure and responsibilities of Board positions C. Explore the possibility of an advisory position on the NWACUHO Board of Directors whose primary responsibility would be to enhance the relationship and involvement of SHOs and provide historical context to the business of the association. High Not Yet Started
I. Structure and responsibilities of Board positions D. Conduct a focused review of key board terms to ensure continuity during transition years. Such as the option of a Treasurer elect position. High  Craig Whitton, Brian Kerrick In Progress
I. Structure and responsibilities of Board positions E. Create an organizational structure to ensure regular progress is made on the Master Plan. High Craig Whitton, Brian Kerrick Completed
II. Board cultivation and recruitment A. Clearly articulated pathways to board involvement for the membership. Low Laura Lambeth, Kate Gannon-Cullinan, In Progress
II. Board cultivation and recruitment B. Identify strategies to facilitate a representative candidate slate, including a focus on institutional types and senior housing officer involvement. Medium Not Yet Started
II. Board Cultivation and Recruitment C. Review board member funding model to provide greater access of participation for members without full institutional support. High Ryan-Jasen Anders Henne, Aimee Scrivens, Craig Whitton, Joe McQuillin In Progress
III. Volunteer leadership accountability A. Establish clear and precise guidelines for volunteer expectations related to committee involvement. Identify a means and methods for follow up by a board representative. High Brian Kerrick, Janie Sacco, Silvina Sousa-Ransford, Ryan-Jasen Henne, Ivan Ho In Progress
III. Volunteer leadership accountability B. Develop training process for committee chairs; perhaps bring them in for part of the May board meeting. Medium Not Yet Started
IV. Documentation of organizational precedents and historical data A. Publish a “History of NWACUHO” to provide historical context to the Association. High  Craig Whitton, Laura Lambeth, Kate Gannon Cullinan, Silvina Sousa-Ransford, Communications Committee In Progress
IV. Documentation of organizational precedents and historical data B. Review training, templates, and expectations to ensure documents related to the business of the Association are clear and consistent. Low Not Yet Started
V. Values -based decision making model A. Develop a statement of organizational values utilizing data from membership (i.e. Master Plan Survey) Low Not Yet Started
V. Values -based decision making model B. Foster a culture that ensures major decisions and the conduct of Association business is congruent with NWACUHO mission and values. High  Shelly Clark, Brian Kerrick, Craig Whitton In Progress
VI. Training and onboarding of new members A. Conduct a review of current board training and transition efforts to assess adequacy and efficacy. Low Not Yet Started
VI. Training and onboarding of new members B. Develop a structure to regularly update, enhance, and utilize the Board training materials and onboarding processes. Low  Craig Whitton, Laura Lambeth In Progress

Member Access and Engagement Objectives

Key Indicator Objective Priority Team Status
I. Senior Housing Officer involvement A. Ensure programs and services create opportunities for Senior Housing Officer service such as mentorship programs and other formal engagement with the Association. Medium Kathryn Magura, Ryan-Jasen Anders Henne Completed
I. Senior Housing Officer involvement B. Identify and create relevant programming to support Senior Housing Officers. High Not Yet Started
I. Senior Housing Officer involvement C. Develop an outreach model to ensure regular contact with SHO’s. Medium Not Yet Started
I. Senior Housing Officer Involvement D. Explore an advisory council that would serve as a non-decision-making resource to the organization. Low  Not Yet Started
II. Progressive Member Engagement A. Provide opportunities for members to be progressively more involved with the board as their own capacity and experience increases. Medium Not Yet Started
II. Progressive Member Engagement B. Develop a curricular approach based on experience levels for involvement in the Association. Medium Not Yet Started
III. Institutional membership A. Create an outreach plan and metrics to ensure regular contact and information dissemination to member institutions. High  Ryan-Jasen Henne, Shelly Clark, Membership Engagement Committee Completed
III. Institutional membership B. Develop a recruitment strategy to increase institutional membership. High Not Yet Started
III. Institutional membership C. Develop a policy on public-private partner membership. Medium Not Yet Started
IV. Corporate Membership A. Explore opportunities to further involve Corporate Members in the core business of the Association as members & participants. High  Joe McQuillin, Brian Kerrick In Progress
IV. Corporate Membership B. Provide opportunities for corporate members to engage with each other for mutual benefit. High  Joe McQuillin, Brian Kerrick In Progress

Outreach and Communication Objectives

Key Indicator Objective Priority Team Status
I. Developed communications strategy and updated branding guidelines A. Evaluate NWACUHO’s presence and utilization of social media platforms to ensure consistent engagement and appropriate use of current platforms. High   Kate Gannon Cullinan (using Census Data & Metrics) Completed
I. Developed communications strategy and updated branding guidelines B. Develop a holistic, values-driven communication strategy as it relates to the various platforms used to liaise and engage members (e-mail, social media, website, etc.) Medium   Kate Gannon-Cullinan Completed
I. Developed communications strategy and updated branding guidelines C. Update NWACUHO’s branding and graphic identity. Low Not Yet Started
II. ACUHO-I relationship/ advocacy A. Develop plan to advocate for continued international involvement and representation with ACUHO-I. Low Not Yet Started
III. Website content and functionality A. Perform a complete structure, content, and design review and update of the NWACUHO website. High  Laura Lambeth Complete
IV. Member awareness of programs, services, and association business activities A. Create strategy to regularly assess member awareness of programs, services, and business of the association. Medium Not Yet Started
IV. Member awareness of programs, services, and association business activities B. Develop statements of philosophy and justification for major decisions and key business practices of the Association. Medium Not Yet Started


Programs and Services Objectives

Key Indicator Objective Priority Team Status
I. Existence of an articulated program plan that incorporates diverse delivery methods, subject matters, and levels of participation. A. Create outcome-driven annual plan of key events including webinars, drive-in conferences, and annual conference program sessions. High   Ivan Ho, Shelly Clark, Professional Development Commitee In Progress
II. Regular opportunities for participation beyond the annual conference A. Create annual schedule of events such as webinars, blog posts and drive-in conferences that create year-round opportunities for involvement. High  Kate Gannon Cullinan, Laura Lambeth, Shelly Clark Completed
II. Regular opportunities for participation beyond the annual conference B. Ensure NWACUHO Programs and Services continue to meet the desire of our members to network & collaborate with professionals throughout our region. Medium Not Yet Started
III. Competency-based educational curriculum for programs and services A. Review NWACUHO programs and services to ensure we are providing opportunities that reflect the variety of competencies and functional levels of our members. High  Ivan Ho, Shelly Clark, Professional Development Commitee In Progress
III. Competency-based educational curriculum for programs and services B. Develop organizational strategy to articulate how NWACUHO programs and services link to the ACUHO-I Core Competencies. Low Not Yet Started
IV. Member assessments demonstrate that NWACUHO programs and services meet their needs. A. Develop policy for NWACUHO that requires regular and targeted assessment of programs and services. Medium Not Yet Started

 Additional Resources & Information

If you have any feedback, questions, or information about the Master Plan, email us!

2012-2016 Master Plan Archive

• Original Master Plan: NWACUHO 2012-2016

Original Presentation by Josh Gana on the Master Plan, presented at NWACUHO 2012 in Ashland, OR, Celebrating our 50th Anniversary

2013 Updated Master Plan

2013 Master Plan Update Presentation by Erik Elordi & Michelle Primley-Benton, Presented at NWACUHO 2013 in Tacoma, WA

2015 Master Plan Update Presentation by Michelle Primley-Benton at NWACUHO 2015 in Salem, OR