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PRESENTERS 2

3 RE INVENTION ASSOCIATION MANAGEMENT PERSPECTIVE

4 ASSOCIATION Life Cycle 5 Predictable stages Embryonic Growth Staff Operation Maturity Aging Leading The Association James J. Dunlop

5 Late 20 th Century Embryonic Growth Staff Operation Maturity Aging Challenge – How to Stay Out of the Danger Zone 1990

6 Factors Signifying Danger for Associations  Negative long-term Growth  Market Saturation  Retirement/Death of Founders  Profession’s inability to support duplicate associations

7  ACUI has reinvented numerous times, in varying degrees over the last 100 years Staff Volunteer Use of new technologies to serve members

8 The only associations that get to celebrate 100 years are the ones who find ways to reinvent themselves Nancy Davis Metz ACUI, Associate Executive Director

9 Will Celebrate 200 Years? Yes but only if…  Willingness to reshape, to serve the needs of a changing profession  Constant shift instability loss in members confidence  Resisting reinvention too long irrelevant/stagnant “Innovation is the ability to see change as an opportunity – not as a threat.” - Albert Einstein “Innovation is the ability to see change as an opportunity – not as a threat.” - Albert Einstein

10 IDEA ACUI Leadership Team Meeting Bloomington, Indiana July, 1998 Modified SWOT analysis future trends Identify: critical issues strength weaknesses vision

11 IDEA  Service Learning  Partnerships with Academics  Assessment, Accountability & Validation of our Relevancy  Philosophical Shift – Not being Facility Bound  Building Community  Diversity  Technology  Student Involvement in ACUI; Grow Our Own  Curriculum Designers; Educators & Mentors  Balance Service and Profit Objectives  Global Interconnectedness  Retention of Professionals  Rising Education Costs & Access Issues  Volunteer Opportunities (reengineer)  Balance Social & Operational Initiatives  Identify Trends; Serve as a Clearinghouse for Information  Changing Nature of Students  Fiscal Responsibility FUTURE TRENDS, ISSUES, THEMES

12 IDEA Strengths can also be weaknesses and vice versa

13 IDEA Vision For The Future STRENGTHS CORE VALUES WEAKNESSES TRENDS ISSUES Members will need and want quick, easy access to resources. The Association must be able to respond quickly to the changing environment. There will be a larger membership throughout the world. There will be an increase in communication via the Internet, video conferencing, etc., but continue need for face-to-face meetings, workshops, etc. The Association will be seen as the professional association having expertise in community building, service learning, and global citizenship. The increasing number of early retirement packages, buyouts, and normal retirements will change the volunteer base of college union and student activities professionals. The Association will have well-developed international exchange programs. The Association will be more involved in national and international issues. The Association will provide increased resources for the membership.

14 PLAN JANUARY, 1999 APPOINTMENT OF DEBRA HAMMOND AND WINSTON SHINDELL TO CO-CHAIR THE STRATEGIC PROCESS CORE TEAM VOLUNTEERS TO THINK OUTSIDE CONVENTIONAL STRUCTURES, EXAMINING AND REDESIGNING HOW THE ASSOCIATION DOES IT’S BUSINESS AREAS OF FOCUS  FINANCE  GOVERNANCE  MEMBERSHIP DEVELOPMENT AND RETENTION  PROGRAMS AND SERVICES  WORK FORCE FEBRUARY, 1999 VOLUNTEERS SOLICITED FROM MEMBERSHIP TO SERVE AS WORKING CO-CHAIRS FOR EACH OF THE FOCUS AREAS MARCH, 1999 MARSHA HERMAN-BETZEN KEYNOTE SPEECH INTRODUCTION OF THE 17 MEMBER SPCT AT THE ANNUAL CONFERENCE

15 PLAN

16 PLAN ENGAGEMENT

17 PLAN Finance Recommendations  Maximize Revenues  Cost Centering  Operating Reserves  Revenue Generating Activities

18 PLAN Governance Recommendations  Change from Executive Board to Board of Trustees & redefine role; focus on policy, direction strategic planning – not operations  Elect the Board of Trustees by eligible individual voting members of the Association  Minimum requirements for all individuals standing for election/ elections time line  Accountability model used for execution of goals/ project specific (clarification of volunteer/staff roles)

19 PLAN Membership Recommendations  Simplify the membership categories U.S. member institution International member institution Individual member (professional staff and student) at member institution Individual member (professional staff and student) at nonmember institution Associate member Honorary member  Pricing structure  Voting privileges institutional individual

20 PLAN Program & Service Recommendations  Annual conference: revenue-generating program & knowledge-based  Programs targeted for various staff levels or needs  Continue & develop publications, more knowledge-based  Develop & implement Association wide, ongoing research and assessment effort  Create an educational foundation  Expand ACUIRES employment service  Pursue possibilities for on-line education  Create a marketing plan for Association products and services  Enhance the College Union and Student Activities Evaluation program  Increase and continually enhance and evaluate the use of Listservs

21 PLAN Work Force Recommendations

22 PROCESS Moving from discussion to commitment

23 PROCESS began to address strategic goal ACUI will be financially secure and stable enough to achieve its envisioned future and sustain success

24 PROCESS March 2000 – Executive Board accepted final SPCT Report  Board determined which SPCT recommendations required change to Constitution, Bylaws, Articles of Incorporation  Basis of spring 2000 membership voting ballot  20 specific recommended changes identified 18 sent to membership for voting 2 postponed for further legal review

25 TRANSITION

26 TRANSITION

27 IMPLEMENT 2001  Board moves from working/operational board policy/strategic planning  Board has working committees, research details & recommend to Board for action  9/11 Impact, particularly financial/membership dues  Educating regions/members – Communities of Practice, moving towards Education Councils  Recreation Committee – (changing the role of)

28 RESULTS 2.5 million operating budget 1.5 million in the bank No deficit 7000 individual members 500 institutional members Has reinvention been a success? board focused on governance strong student programs I-LEAD, Poetry Slam Expansion starting to grow the profession Clay Targets $150,000 annual ACUI Procure knowledge based association functioning educational councils, communities of practice YES

29  The same applies to the next 100 years. This reinvention isn't good for all-time.  The profession will change and the association will have to change with it.  The challenge will be knowing when and what to reinvent. Nancy Davis Metz ACUI, Associate Executive Director