NCHER Strategic Plan for 2018-2020 Presented by: Jimmy Parker and Bruce Wagner NCHER Knowledge Symposium November 8, 2017

Charge of the Working Group The Strategic Planning Working Group is charged with preparing a new Strategic Plan for 2018-2020, in order to better position NCHER and its membership for success over the next three years

Charge of the Working Group In 2014, NCHER undertook a comprehensive strategic planning process in order to revise the organization’s Strategic Plan for 2015-2017 NCHER established a new mission, goals, and strategic objectives to ensure that its activities were aligned for success in the future The Strategic Plan’s goals and objectives were centered on two main areas: A gradual and orderly wind-down of Federal Family Education Loan Program (FFELP) operations to protect the membership’s expertise and infrastructure in assisting students and families; and New federal and private business opportunities to advance the membership’s services.

Charge of the Working Group NCHER also : Developed a Legislative Plan detailing its advocacy priorities; Formulated a Communications Plan; Set new research priorities; Reviewed and implemented a revision of its committee and caucus structure to increase membership participation in its activities; and Approved a Membership Plan to assist the organization in defining its membership and increasing membership recruitment and retention. These actions has set the stage for updating the Strategic Plan for 2018-2021.

Charge of the Working Group Conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis to identify core and secondary roles and responsibilities for NCHER and its membership to play in the higher education marketplace. Review and update the organization’s mission, goals, and strategic objectives. Solicit input from the Board and membership on possible refinements to the organization’s mission, goals, and strategic objectives. Develop a Management Action Plan to establish firm and achievable timelines to accomplish the new short-term (one-year) and long-term (three-year) goals for the organization.

Membership Survey Thanks to everyone who responded to the Strategic Plan Survey! Results: 90% agree with the current mission, 10% believe that it lacks specifics on what NCHER does for its members 79% believe that advocacy should be the first or second strategic goal for the organization But then sharp drop off …13% believe preserving membership assets and promoting private education loans should be first or second priority for NCHER

Membership Survey Thanks to everyone who responded to the Strategic Plan Survey! Specific Feedback: “The goals seem to be the right ones, but aren’t specific enough to be actionable.” “This goal is more for the membership to meet, and is not focused on NCHER” “The second goal is confusing – what is the organization being asked to do here?”

Draft Strategic Goals   Ensure that NCHER is a trusted, active, and credible resource and advocate for its members, federal and state policymakers, and other higher education stakeholders so it can effectively influence the legislative and regulatory processes Deploy a communications strategy that promotes the successful work of the NCHER members’ services on behalf of students and families, consistent with the advocacy agenda

Draft Strategic Goals Provide high-quality support and professional development to members, including sharing of best practices in support of members’ services that assist students, families, and borrowers in accessing and completing postsecondary education Engage and collaborate with our higher education partners on matters of mutual interests while continuing to promote and create membership services that are unique to NCHER

Next steps The NCHER Board of Directors is currently reviewing the draft goals for 2018-2020. The Strategic Planning Working Group is finalizing solutions that are aimed at mitigating some challenges that would prevent us from meeting our goals. It is also in the process of examining the organization’s mission for additional revisions as a result of the current review. The draft Strategic Plan will be circulated to the Board of Directors in early December, and in place for 2018.