Strategic Plan 2020-2025...SEAHO : STRATEGIC PLAN 2020-2025 5 History & Context1 Following the end...

Strategic Plan 2020-2025

Table of Contents

Preface..................................................................................................................3

History & Context........................................................................................................5

Vision & Strategic Framework................................................................................7

Implementation Strategy 2020-2025.................................................................11

SEAHO : STRATEGIC PLAN 2020-2025 2


PrefaceIn the spring of 2019, the Southeastern Association of Housing Officers (“SEAHO”) engaged Brailsford & Dunlavey (“B&D” or the “Project Team”) to assist in the development of the organization’s 2020–2025 Strategic Plan (the “Plan”).

The goal of this planning effort was to establish a comprehensive, yet concise, framework document to serve as the basis for decision making over the next five years. In order to develop a plan that accurately represents the strategic goals of the organization, the criteria and objectives for success had to be defined according to SEAHO’s unique operating paradigm. Because plans are rarely developed or implemented within static circumstances, an effective plan must be able to remain relevant for an extended period within a dynamic context. B&D’s in-depth understanding of the higher education market and commitment to advancing the industries in which it operates provided the unique opportunity to create a solid foundation for SEAHO’s continued growth and evolution over the coming years.

In order to determine how to most effectively translate SEAHO’s organizational goals into actionable items, B&D conducted its proprietary Strategic Asset Value (“SAV”) work session with SEAHO’s Executive Board members at its Summer Executive Board Meeting on June 7, 2019, in Richmond, Virginia. The objective of the work session was to facilitate stakeholder involvement in the planning process, create criteria that allow for innovative solutions and streamlined decision making, and ground the objectives of the Plan in SEAHO’s ideals to ensure consistency and mission alignment.


B&D would like to acknowledge the contributions of the following members of the SEAHO Executive Board who generously supported the development of the 2020–2025 Strategic Plan:

› Gavin Roark, President (Director of Residential Life & Housing, Virginia Commonwealth University)

› Nyerere Tryman, President-Elect (Director of Housing Operations, University of Alabama)

› Chandra Myrick, Past-President (Executive Director of University Housing, The University of Tennessee, Knoxville)

› Andy Petters, Secretary (Associate Dean of Students; Director of Residence Life, Orientation & New Student Programs, University of Virginia)

› Shylan Scott, Treasurer (Assistant Director For Residence Life, College of William & Mary)

› Shannon Staten, Sage (Executive Director for University Housing, Florida State University)

› Jeannie Hopper, Director of Committees (Associate Director for Residential Learning, University of Mississippi)

› Krista Boren, Director of State Reps (Assistant Director, Student Learning and Engagement, University of Florida)

› Jacob McAbee, Technology Coordinator (Area Coordinator: Lakeside & Spring Complexes, University of Florida)

The development of the Plan was conducted by the following members of the B&D Project Team:

› Paul Brailsford, CEO

› Brad Noyes, Executive Vice President

› Chet M. Roach, Executive Director - Management Advisory Services

› Joe Winters, Regional Vice President

› Caroline Edwards, Associate

› Jessica Rosenberg, Content Marketing Manager


History & Context1

Following the end of World War II, U.S. colleges and universities experienced rapid enrollment increases, and with that growth came the need to house and feed this influx of new students.

S. Earl Thompson, then director of housing at the University of Illinois, called together a group of campus housing officers from across the country to meet and discuss this new paradigm. The group of 60 housing officers met for the first time at the University of Illinois in July 1949, leading to the creation of Association of College & University Housing Officers (ACUHO-I) in 1951.

Following the formation of the national association, and the subsequent growth in participation over the next decade, the charge of impacting the industry began to shift to the regional level too, with an increased focus on engaging entry- and mid-level housing officers. Founded in 1965 as a volunteer-based organization and ACUHO-I-affiliate, the Southeastern Association of Housing Officers (SEAHO) serves professionals from institutions of higher education in the 10 Southeastern states of the United States: Alabama, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, South Carolina, Tennessee, and Virginia.

Today, SEAHO continues to operate as an entirely volunteer organization, with members from participating universities in the Southeast filling its nine (9) Executive Board seats, thirty-seven (37) Governing Council seats, eighteen (18) Committee Chair positions, and ten (10) State Representative positions. SEAHO’s purview in the Southeast includes more than 1,000 institutions and 4.2 Million students.

1 A History of the Southeastern Association of Housing Officers, 50th Anniversary Edition, 2014


1949

1981

1965

1995

1951

1989

1977

2014

1985

2019

First National Student Housing Conference

SEAHO Conference attendance surpasses 300 delegates

SEAHO founded with 100+ housing officers representing 50+ colleges and universities

SEAHO Conference 25th Anniversary

SEAHO Conference 50th Anniversary

Official Founding of ACUHO-I

SEAHO Conference attendance surpasses

400 delegates


200 delegates

SEAHO recognized as first regional

Association to receive “Distinguished Donor”

status from ACUHO-I


690 delegates


Vision & Strategic FrameworkThe organization’s overarching mission and vision define the difference SEAHO seeks to make in the world, and for whom. This mission and vision serve as the strategic foundation for decision-making for the organization in both the near and long-term.

While the mission and vision set the foundation for future outcome-driven objectives, SEAHO’s identified values and diversity statement define the attributes that the organization must embody to deliver on its overall mission and purpose.

SEAHO advances excellence in housing programs and staff

by promoting best practices, networking, professional

development, and involvement opportunities.

We are the leading resource for the higher education

housing industry in the southeast.

M I S S I O N

V I S I O N


We are inclusive.Being open to all people and perspectives allows us to have a greater positive impact.

We are connected.Sharing ideas, knowledge and resources is critical to the profession.

We are intentional.Our decisions and actions reflect our mission and vision.

We are collaborative.Recognizing that working together produces the best results.

We are innovative.Our member needs are constantly changing with the academic landscape.

We are an ethical organization.Our actions are critical to member trust.

As reflected in SEAHO’s mission, vision, and values, we are

inclusive, because being open to all people and perspectives

allows us to have a greater positive impact. We exhibit

inclusive excellence by:

• Welcoming and affirming the authentic presence and participation of all members.

• Recognizing that all members deserve the opportunity to fulfill their full potential in service to the SEAHO membership and their home institutions.

• Actively reviewing inclusive practices for all social identities and implementing them, as possible, at official SEAHO gatherings, events, and initiatives.

• Providing proactive educational opportunities and resources for members to address issues of diversity, equity, and inclusion in their daily work.

V A L U E S

D I V E R S I T Y


For a vision to serve as an effective part of the planning process, it must rise above the mere articulation of concepts that resonate with contemporary organizational leadership. The vision must be structured as a framework that reflects an internally consistent system of values expressed as criteria. The criteria must be grounded in SEAHO’s permanent ideals, and must not become obsolete by the implementation of the first round of improvements and, as such, must not be programmatically prescriptive.

SEAHO’s strategic drivers are outlined in detail below.

Organizational Scale and Composition

SEAHO’s focus is to support as many housing professionals in the southeast as possible. As such, SEAHO must encourage participation from all professional levels across its member institutions. This also requires engaging individuals and organizations in other regions and in adjacent industries, to bring SEAHO’s members more support through expanded resources. Outsourcing certain operations and positions should be explored where appropriate, but must not compromise the voluntary nature and familial “feel” of the organization. The physical facilities used to host SEAHO events, primarily the annual conference, must not limit the organization’s growth opportunities.

Responsibility to Stakeholders and Programmatic Requirements

SEAHO must continuously evolve its programs and practices to most effectively serve its members—with a particular focus on supporting entry- and mid-level professionals to promote the student housing profession in the southeast region. SEAHO must be a thought leader on a national level, nurturing and growing its members’ professional passions on a regional scale.

The organization’s mission is outcome-driven, and while branding is important from a marketing and resource perspective, SEAHO prioritizes the impact it has over prestige and market exclusivity. In order to provide value—both to its members and all institutions of higher education within its purview—SEAHO’s resources need to support information sharing, collaboration, and networking.

As such, SEAHO must have an interactive and user-friendly website to host and share content, provide opportunities for meaningful face-to-face and digital engagement, and encourage collaboration with professionals in other regions and industries. Other resources, such as content developed and distributed through ACUHO-I, should be leveraged to provide value while minimizing costs. To maximize its impact, SEAHO must demonstrate the value proposition of membership and annual conference attendance to grow its member base among institutions in the southeast.


Target Market and Accessibility

SEAHO’s core principles prioritize removing barriers to entry and participation to maximize its impact on higher education institutions in the southeast. SEAHO must strategically choose annual conference locations and venues to maximize financial and locational accessibility to serve as many members as possible. The organization must strategically deploy its financial resources to provide scholarships, encourage conference attendance (as related to cost of attending), and offer resources to non-typical participants (e.g., those coming from HBCUs and Hispanic-serving institutions).

Operating Paradigm and Financial Performance

SEAHO intends to remain a volunteer-based organization, with limited or no permanent paid positions. As such, SEAHO must engage in prudent financial management, and work with its committee chairs to establish and adhere to their budgets throughout the year.

The annual conference serves as the primary revenue generator for the organization, and these resources must be reinvested into the organization for programming and scholarships. To keep operating costs down and reduce the time commitment of the volunteer member base, SEAHO should consider outsourcing back-of-house tasks (e.g., website development, financial management, etc.).

The organization should also seek corporate sponsorships that align with its brand, but sponsorships must not compromise the brand or seek to influence content. Note: SEAHO must balance the potential monetary benefits to the organization with the effort and coordination required to maintain the corporate relationship. Corporate sponsor roles in terms of organizational membership, committee and task force participation, and conference exhibitions shall be governed through SEAHO’s Constitution and Bylaws.


Implementation Strategy 2020-2025Based on the strategic drivers, the above outcome goals were identified. Outcome goals are those that an organization must achieve to deliver on its mission and vision.

In a very real sense, they are never fully accomplished, but are always a beacon in the distance that an organization moves toward—getting nearer and nearer, and approaching true embodiment. It is the intent that these outcome goals would remain consistent throughout the duration of this Plan, as well as revised strategic plans developed in the future.

An organization’s ability to deliver on its overarching outcome goals is based on its ability to define and implement tangible performance goals—shorter-term, measurable goals, that can truly be accomplished within a few years. Therefore, the actionable items that comprise SEAHO’s 2020–2025 Strategic Plan are based in the performance goals detailed below with respect to the outcome goals outlined above. The intention is to accomplish each of these performance goals over the next five years, and following the realization of these goals, new performance goals would be defined for future iterations of SEAHO’s Strategic Plans to continue delivering on the broader organizational outcome goals.

The following section has been developed to outline the specific initiatives and recommended implementation strategy for each of the Outcome Goals. Additionally, at the end of this section, a preliminary Sequencing Matrix has been developed to help guide SEAHO personnel’s efforts in pursuing each of the established goals.

1SEAHO must be the

leading provider of resources and

education for higher education housing professionals in the southeast region.

3SEAHO must serve

as a facilitator of individual and

organizational connections in the southeast.

2SEAHO must

balance affordability and financial sustainability

for its members.

4SEAHO must be recognized and respected as a

student housing organization on

both the regional and national levels.

Outcome Goals


1SEAHO must be the leading provider of resources and

education for higher education housing professionals in the

southeast region.

3SEAHO must serve as

a facilitator of individual and organizational

connections in the southeast.

2SEAHO must balance

affordability and financial sustainability

for its members.

4SEAHO must be recognized and respected as a student

housing organization on both the regional and

national levels.

Strategic Plan 2020-2025

Outcome Goals

2020-2025 Initiatives

INITIATIVE 1.1: Launch a new or updated website

INITIATIVE 1.2: Leverage educational resources from ACUHO-I

INITIATIVE 1.3: Look to experts to generate and share resources

INITIATIVE 2.1: Consider corporate partnerships

INITIATIVE 2.2: Engage in intentional wealth management

INITIATIVE 2.3: Expand need-based scholarships for events

INITIATIVE 3.1: Increase retention of campus housing professionals

INITIATIVE 3.2: Broaden reach and impact of the membership area

INITIATIVE 3.3: Broaden conference attendance

INITIATIVE 3.4: Create opportunities for meaningful engagement

INITIATIVE 4.1: Stay on top of the national context

INITIATIVE 4.2: Engage on a national level to promote SEAHO’s identity

INITIATIVE 4.3: Better communicate value proposition in the market area


SEAHO must be the leading provider of resources and education for higher education housing professionals in the southeast region.

STRATEGIC INITIATIVE 1.1: Launch a new or updated website that better serves SEAHO’s mission and vision

Executive Board Champion(s): Technology Coordinator

Supporting Committees and Chairs: Website Management Committee; Webmaster; Marketing and Organizational Promotions Committee; State Reps

Description: Transform SEAHO’s website to become more of a resource hub, better positioning SEAHO to host its own and affiliated content. Resources to be shared include scholarly articles or publications, thought leadership, news/announcements, engagement opportunities, etc.

Implementation Strategy:

• Create a resources area on the website, and create a process for managing content submissions that are reviewed and approved by a committee

• Create space to share job postings; oversee collection and publication of submitted postings Expand opportunities for state sites to be created and linked to the SEAHO site

• Create and host training seminars for Executive Board and Governing Council members to explore the updated website

• Consider outsourcing website design to a third party

• Refer to Website Task Force recommendations on outsourcing and maximizing YourMembership platform

GOAL 1



GOAL 1

STRATEGIC INITIATIVE 1.2: Better leverage existing educational resources from ACUHO-I

Executive Board Champion(s): Secretary, Director of Communications (new position)

Supporting Committees and Chairs: Research and Information Committee; Professional Development Committee

Description: ACUHO-I generates a wealth of material, and it is not necessary for SEAHO to re-invent the wheel in terms of content development. To ensure that members can best take advantage of these resources, SEAHO will work to get ACUHO-I materials into members’ hands. ACUHO-I is the authoritative resource on housing & residence life across the world. In support of that role, they create open source materials that are available publicly, as well as purchased content such as online courses and in-person events. SEAHO dedicates itself to being a supportive conduit in sharing open source materials on behalf of the profession. Furthermore, we intend to grow our available scholarship dollars through general funds and our Legacy endowment. Those funds can support awarding grants to attend both SEAHO and/or ACUHO-I in person or online course registration.


• Funnel material to members through the new resource section of SEAHO’s website

• Have the Secretary added to listservs from other ACUHO-I regions

• Highlight resources through a full communications timeline and sequenced plan



GOAL 1

STRATEGIC INITIATIVE 1.3: Look to experts around the country to generate and share resources with SEAHO members

Executive Board Champion(s): Director of Committees, Secretary, Director of Communications (new position)

Supporting Committees and Chairs: Research and Information Committee; SEAHO Report; Diversity, Equity, and Inclusion Committee; Professional Development Committee; State Reps

Description: SEAHO members can benefit from learning from housing professionals outside of the southeast, and from professionals in adjacent industries (e.g., business officers, student affairs professionals, etc.). Where useful, SEAHO will engage experts from around the country to share knowledge.


• Create SEAHO Report article tags to enhance search capability

• Expand the SEAHO Report to include blog posts on the website

• Link the website and social media to mirror content and messaging

• Store former conference and “Best Of” presentations for member reference

• Allow state organizations to share more content from state meetings and conferences

• Create an assessment repository

• Create a Diversity, Equity, and Inclusion resource repository


SEAHO must balance affordability and financial sustainability for its members.

GOAL 2

STRATEGIC INITIATIVE 2.1: Consider, where appropriate, corporate sponsorships

Executive Board Champion(s): Corporate Partners Committee Past Chair and Chair-Elect

Supporting Committees and Chairs: Corporate Partners Committee

Description: SEAHO will explore corporate partner relationships and sponsorships that not only align with its mission and vision, but help move the organization forward in that regard. Not every sponsorship will honor the integrity of and advance SEAHO’s purpose, but some will—and those sponsorships should be pursued, as worthwhile.


• Increase member awareness of existing and future corporate sponsorship opportunities, and their important contribution to SEAHO’s annual conference. Carefully consider value and return on investment (ROI) for corporate sponsor agreements.

• Assess corporate partner needs, and develop program sessions that would mutually benefit corporate partners (e.g., Managing state procurement processes)

• Use assessment data to improve the corporate sponsor experience, and leverage relationships to extend beyond monetary agreements

• Develop year-round effort to connect with and increase involvement with partners through a corporate partner mentoring program



GOAL 2

STRATEGIC INITIATIVE 2.2: Engage in intentional, informed wealth management

Executive Board Champion(s): Treasurer; Treasurer-Elect

Supporting Committees and Chairs: Reserve Fund Committee; Budget Review Committee; Legacy Position; Site Selection Committee; Past Conference Coordinator

Description: SEAHO will work out where its money goes the furthest, and invest it there. The twofold meaning of this goal is (1) wealth management and (2) self-operation vs. outsourcing. Wealth management involves researching independently or working with a financial advisor to find smart investment options for money in the Reserve Fund.


• Continuous review of Operations Budget, Reserve Fund, and Legacy Fund to best meet the financial goals of the association.

• Continually evaluate which tasks throughout all of SEAHO’s operations are best performed in-house and which are more effective and/or cost-efficient when outsourced.

• Leverage ACUHO-I resources



GOAL 2

STRATEGIC INITIATIVE 2.3: Expand need-based scholarships to broaden accessibility to association events

Executive Board Champion(s): Treasurer; Treasurer-Elect; Director of State Representatives

Supporting Committees and Chairs: Research Chair; Marketing Chair; Diversity, Equity, and Inclusion Chair

Description: SEAHO will increase the amount of scholarship money given out, and—even more key—expand the reach of that money. Scholarships will help members get to SEAHO and ACUHO-I conferences and engagements, ensuring that a broad population can benefit from the organizations’ offerings.


• Increase awareness of financial limitations of membership and conference attendance

• Implement a more active tracking system to monitor attendance and participation patterns, and coordinate financial support where it is most needed (e.g., transportation costs to/from conferences, registration fees, etc.)

• Increase State Association and State Representative involvement


SEAHO must serve as a facilitator of individual and organizational connections in the southeast.

GOAL 3

STRATEGIC INITIATIVE 3.1: Increase retention of campus housing professionals, especially those in their initial working years

Executive Board Champion(s): Director of State Representatives, Director of Committees

Supporting Committees and Chairs: Career Support Services Committee; Regional Entry Level Institute (RELI); Graduate Issues and Involvement Committee; Placement Task Force, Professional Development Task Force

Description: A rising tide raises all ships; SEAHO will work to retain as many professionals in the field as possible. Entry-level professionals are especially susceptible to leaving the industry, so special attention will be paid to this population.

Implementation Strategy: Connections, networking, resources, professional development—all of these efforts contribute to retention in the field. Goals throughout this strategic plan will therefore bolster this effort, but additional programs can focus specifically on this concept:

• Conduct an initial study to codify current retention rates

• Develop and enhance support groups, relevant conference sessions, career support services, placement exchange, SEAHO-U, etc.

• Collect and monitor data of where housing professionals go when they leave the industry

• Track STARS College participants from SEAHO region to see if they stay in the housing profession and/or SEAHO region



GOAL 3

STRATEGIC INITIATIVE 3.2: Broaden reach and impact of the membership area

Executive Board Champion(s): Director of State Representatives

Supporting Committees and Chairs: Marketing & Organizational Promotions Committee; Diversity, Equity, & Inclusion Committee

Description: Inherent in SEAHO’s mission is reaching as many professionals as possible within the impact area. In alignment with SEAHO’s commitment to diversity, equity, and inclusion, SEAHO will focus on broadening participation in the region to include colleges and universities that do not currently attend the annual conference or engage with SEAHO in other capacities, with a particular focus on forming connections with housing professionals at smaller institutions and minority-serving colleges and universities. As these efforts materialize, it is anticipated that there will be an inherent growth in SEAHO membership. Current conference facility spaces and format have a finite capacity to accommodate such growth of attendees. Whether new members engage in person through the annual conference, or by utilizing enhanced digital connectivity though other efforts outlined in this Strategic Plan, SEAHO will need to constantly reevaluate its capacity to accommodate this growth and adjust accordingly.


• Enhance promotional efforts in the region to increase awareness of free forms

• Reevaluate the conference’s facility requirements and location within practical bounds that honor SEAHO’s volunteer-focused identity, including day-drive conferences



GOAL 3

STRATEGIC INITIATIVE 3.3: Broaden conference attendance to include other regional areas and adjacent industries

Executive Board Champion(s): President

Supporting Committees and Chairs: Marketing & Organizational Promotions Committee; Program Committee; Conference Coordinator; Awards and Recognition Committee

Description: To best serve its own members, SEAHO will encourage interdisciplinary discussions and cross-collaboration with other ACUHO-I regions and with adjacent industries.


• Extend conference invitations to other student affairs divisions and organizations, and reserve presentation space for them at the conference (e.g., residential education, counselors and mental health professionals, HECMA, ASCA, ACPA, NASPA, etc.)



GOAL 3

STRATEGIC INITIATIVE 3.4: Create opportunities for more—and more meaningful—face-to-face and digital engagement

Executive Board Champion(s): Technology Coordinator

Supporting Committees and Chairs: Career Support Services Committee; Technology Coordinator; Programming / Free Form Sessions

Description: So much of SEAHO’s value to its members is driven by engagement with other members and with the organization itself. SEAHO will create more opportunities for face-to-face and digital engagement, and will ensure such engagement is strategic.


• Encourage and facilitate member attendance at other members’ respective state conferences in the region

• Modern meeting software makes digital engagement accessible for all. Stream audio and video of conferences online for those who are unable to attend in person

• Enhance and expand regular social media usage (e.g., Instagram takeovers, Facebook live, etc.)

• Consider leveraging financial resources to support smaller bi-state or multi-state conferences throughout the year


SEAHO must be recognized and respected as a student housing organization on both the regional and national levels.

GOAL 4

STRATEGIC INITIATIVE 4.1: Stay on top of the national context

Executive Board Champion(s): President, President-Elect, Past President

Supporting Committees and Chairs: Marketing & Organizational Promotions (“MOP”) Committee; Research and Information Committee; Professional Development Committee; Career Support Services Committee

Description: SEAHO will track the relevant happenings, emerging trends, and opportunities taking place at a national level, and then filter relevant information to its members.

Implementation Strategy: SEAHO will engage more deliberately with other regional housing officer associations, as well as associations in adjacent industries (e.g., NACUBO, NASPA). SEAHO will also track relevant news sources via subscriptions, Google alerts, etc.

• Bring in faculty-in-residence and/or keynote speakers with a national reputation

• Support SEAHO members attending ACUHO-I annual conference and National Housing Officer Training Institute (NHTI)

• Encourage research through grant opportunities

• Utilize Marketing & Organizational Promotions Committee as a vehicle for sharing national trends

• Implement themed-focused editions of the SEAHO Report (similar to ACUHO-I Talking Stick) focused on relevant topics in the housing and higher education industry



GOAL 4

STRATEGIC INITIATIVE 4.2: Engage on a national level, where appropriate, to enhance and promote the identity of SEAHO across the country

Executive Board Champion(s): President, President-Elect, Past President

Supporting Committees and Chairs: Marketing & Organizational Promotions Committee; Research and Information Committee

Description: SEAHO will contribute to the national conversation as part of bolstering its reputation and supporting the field.


• Implement best practices discussions on the regional level that happen on the national level (e.g., residential curriculum)

• Recognize “SEAHO Notables”; explore and show how SEAHO leaders are involved in other regional and national associations

• Share information developed by institutions/SEAHO with other housing regions and professional associations

• Develop benchmark initiatives with other regional housing associations

• Establish SEAHO brand ambassadors who can promote the association when they go to other regions and/or participate in other conferences

• Develop a “SEAHO on the Go” campaign where members take pictures of themselves with SEAHO logo to show SEAHO involvement/participation beyond the region

• Develop a “SEAHO Starts” project; highlight senior-level housing / student affairs professionals and/or leaders of other professional associations who “got their start” in housing program in SEAHO region



GOAL 4

STRATEGIC INITIATIVE 4.3: Better communicate value proposition to institutions in the market area, in order to garner more institutional support and increase membership

Executive Board Champion(s): President, President-Elect, Past President, Director of Committees, Director of State Representatives

Supporting Committees and Chairs: Marketing & Organizational Promotions Committee; Career Support Services Committee; Research and Information Committee

Description: Ideally, SEAHO members are supported by their home institutions as they attend conferences and take time for professional development activities. That support might be financial or more psychological. In order to help members find that support, and in order to continue growing membership so as to reach as many people in SEAHO’s target market as possible, SEAHO will run a campaign to communicate its value proposition to institutions in the market area.

Implementation Strategy: The campaign’s scope should match the need here and might include emails, direct mailings, lunch ‘n learns, info packets for members to share, etc.

• Consider storytelling campaign

• Advertise availability of conference scholarships for those at smaller institutions

• Research conference delegates’ experience; cross tabulate first-time and solo delegates’ experiences—do they want and/or intend to come back?

• Establish small school / HBCU representatives within states

• Have state representatives help spread the word to institutions who have not come to annual conference in a while

• Visit campuses and stop by staff offices who have not been recently involved in SEAHO

• Develop mini brand ambassadors to work with state representatives to connect with institutions/colleagues within the state

• Encourage regularly participating institutions to offer/share transportation to annual conference with SHO/staff from less involved institutions



GOAL 4

• Ask less involved institutions why they don’t participate

• Explore whether or not institutions see themselves in SEAHO; is SEAHO just for large or public institutions?

• Embrace variety of school types

• Regularly update SHO lists

• Develop sub-state or sub-region communication systems

• Place map of regions on website to see every institution in region with demographic info (e.g., number of beds, other facts)

• Utilize data collection process to drive people to SEAHO website

• Increase mentorship opportunities available at annual conference and highlight these opportunities when promoting conference

• Increase variety of institutions featured on SEAHO website banner

• Utilize committees as an opportunity to increase interest in SEAHO; committees should be high-functioning and welcoming

• Explore what “involvement” means and promote involvement among SEAHO members


SEAHO Strategic Plan 2020-2025Initiatives Sequencing Matrix

INITIATIVE Jan - Jun July - Dec Jan - Jun July - Dec Jan - Jun July - Dec Jan - Jun July - Dec Jan - Jun July - Dec Jan - Jun July - Dec

1.1 Launch a new or updated website

1.2 Leverage educational resources from ACUHO-I

1.3 Look to experts to generate and share resources

2.1 Consider corporate partnerships

2.2 Engage in intentional wealth management

2.3 Expand need-based scholarships for events

3.1 Increase retention of campus housing professionals

3.2 Broaden reach and impact of the membership area

3.3 Broaden conference attendance

3.4 Create opportunities for meaningful engagement

4.1 Stay on top of the national context

4.2 Engage on a national level to promote SEAHO’s identity

4.3 Better communicate value proposition in the market area

Updated: January 2020 SEAHO.ORG

20252020 2021 2022 2023 2024

ImplementationLEGEND: AssessmentBaselining / Planning

FOR MORE INFORMATION, VISIT SEAHO.ORG

@SEAHOconnect

Date post:	03-Jul-2020
Category:	Documents
Upload:	others
View:	2 times
Download:	0 times

Strategic Plan 2020-2025...SEAHO : STRATEGIC PLAN 2020-2025 5 History & Context1 Following the end...

Documents