The process of strategic planning has been ongoing in the GLACUHO organization for over 6 years. In this time we have seen the organization go through a process of great self-examination.
What follows is a summary of the strategic planning process, which has guided the activities of GLACUHO over the last five years. The strategic planning process has allowed the Association to respond to new challenges and to create opportunities.
The board, which manages the plan from year to year, will continue to discuss the strategic plan regularly to monitor GLACUHO's progress toward achieving goals that are supportive of the purposes of the association. It is committed to working with members in the Association to foster new ideas and to implement those plans already in place.
The intent of this document is to allow the Association to share what it has accomplished, since strategic planning began, and to take a look at where it is headed.
Feedback and input on the strategic plan is encouraged.
History of Strategic Planning
Strategic planning involves asking and answering the questions “Where have we been?” and “Where are we going?” In GLACUHO's history with strategic planning, numerous efforts have been made to pull together a systematic planning process that encourages the review of the purposes and goals of the association, while proceeding with future plans. Along the way, with each new initiative, knowledge has been built upon and the strategic planning process has continued to advance. GLACUHO is now engaged in its fifth year of strategic planning.
Following is a brief review of GLACUHO's strategic planning history, it's accomplishments and it's vision for the future. The Association is grateful for the concerted efforts of numerous GLACUHO members in this worthwhile process. While all of the members who have given of their time and talent are not named, their contributions have not gone unnoticed.
Strategic Planning Milestones
- The GLACUHO Vision 2005 task force was appointed by then President Frank H. Bowen, Jr., University of Cincinnati , and in February 1994 was given the charge to develop an organizational strategic vision for the Association. Dr. Nick Nicklaus, Ball State University , was appointed the Chair of the task force.
- In 1995, under the leadership of then President Cathy Bickel, Marian College , the task force continued to meet and make efforts toward progress. One of the struggles of the committee was the ability to maintain a consistent and active membership. To gather information, the task force facilitated focus groups at Camp Tecumseh , conducted surveys at various housing conferences and institutions, participated in numerous informal discussions with housing professionals and reviewed historical documents. The final products of the task force included a vision statement and research regarding themes and characteristics of GLACUHO.
- In an effort to pick up where the 2005 task force left off, the concept of strategic planning was re-visited at the GLACUHO 1996 summer meeting under the leadership of then President Cynthia Wells, Wright State University . The discussions that transpired at that meeting led the board to seek input from the membership at the1996 Annual Conference in November. At the conference, a strategic planning forum was held and the board received some feedback related to a direction for the future. The membership clearly indicated a deeper need for board involvement in the development and coordination of the process. The board was left with a strong sense that the membership was confident it would act in the best interest of the association. With this sentiment, the board and the membership had a desire to move the process forward.
- In January 1997, under the leadership of then President Leonard Jones, Michigan State University , the board decided to roll up its sleeves and engage in strategic planning as a leadership body. Dr. Becky Parker, of The Ohio State University, agreed to serve in the role of “external” consultant for the two-day process. This challenging, yet productive, meeting is often referred to as the Butler Experience (reflecting the name of our host institution). During this meeting, the board reviewed the organization's history, discussed the current mission and definition, began to come to some initial agreement about a vision for the future, and an action plan to guide GLACUHO toward a new vision. In addition to the Butler Experience , Dr. Parker facilitated a follow up discussion at Camp Tecumseh in February 1997. The purpose this second gathering was to re-examine the purpose statements that culminated at the Butler Experience and to continue with other defining questions. With both meetings finished, Dr. Parker produced a report with concluding recommendations for the board to consider.
- One of the recommendations that resulted from the consultant experience was to develop an action plan. Under the leadership of then President Elect Kathy Krajnak, of The Ohio State University, such a plan was developed in May of 1997 and continued to be revised and updated throughout her presidency. The document incorporated various perspectives and goals into an organizational action plan and timeline. With board input, each update served as a road map to GLACUHO's next destination. This format has served as a functional way to continue to move ahead and assess the success of strategic planning efforts.
- Under the leadership of the current Past-President, Marlene Kowalski-Braun, Grand Valley State University , there were some new hurdles. In our recent history, we came to understand that strategic planning is an integral part of what we are as an association. Like all successful strategic plans, we have become it ! The exercises in questioning, evaluating and acting have become more and more a part of our organizational culture.
- Under the leadership of the 1999-2000 Board of Directors, the strategic planning process moved into its second phase, with a focus on reviewing the Association's committee structure. Dr. Becky Parker, of The Ohio State University, was invited back to serve as consultant to the Board. As a result of this endeavor, the Board of Directors was able to accomplish the following:
- Develop proposed mission, vision and core values statements
- Develop proposed co-mission statements for each of the current standing committees
- Begin to outline the process by which the current committee structure should be evaluated