Components of the Plan

Data Collection:

The Strategic Planning Task Force, utilizing past membership assessments, focus groups, and feedback from the Executive Committee, has identified “strengths” and four specific “focus areas” in which a gap exists between the current situation [real] and the desired outcome [ideal].

All membership assessment data should be posted on the WACUHO website for membership reference.

Strengths of the Association:

As a result of data assessment, themes emerged regarding how WACUHO “adds value” to the professional development needs of student housing professionals in the Western Region.  These include the following:

  • Developing new career professionals

  • Engaging residential life staff

  • The annual conference and exhibition (WACE)

  • Professional Networking opportunities

  • Developing all professionals/practitioners to enhance student success


These organizational attributes [strengths] draw many people into our Association and provide them countless opportunities to engage as a professional, develop an enriching support system, and enhance their work experiences. It is critical to not lose sight on what we, as an Association, do well as we move forward into the future.

Components of the Strategic Plan

Focus Areas:

The focus areas represent issues that our Association has struggled with for many years and for which successful resolutions have not yet been discovered; and emerging issues in the current climate.

Current Challenges:

Current challenges are themes the Strategic Planning Task Force has identified by utilizing data and observations that need to change in order to bring the Association to the “desired outcome.”

Desired Outcome:

The desired outcome is one that would keep the Association viable and best equipped for future adaptation(s).

Key Indicators:

Key indicators identify operational factors within each focus area that will be used to measure progress.


The Strategic Planning Task Force has identified objectives within each focus area for inclusion in the 2015-2020 Strategic Plan.  The Strategic Planning Task Force believes that by working toward these objectives, utilizing the key indicators to determine our success or need for improvement the Association will acheive the “desired outcome”.


Within each focus area, the Task Force has prioritized the objectives to determine what areas to address in the upcoming academic year (2015-2016).  The prioritizations are not in a “rank order” indication of importance; but rather a barometer of time and the suggested order needed to implement meaningful change. The priorities communicated will be used by future Executive

Committees to create annual action plans.

  • Immediate: Areas that need attention in the near term, within 1-2 years.

  • Mid-range: Areas that need attention in the midterm, within 2-3 years.

  • Long-range: Areas that need attention in the long term, within 3-5 years or beyond.


As immediate priority items are achieved, mid-range and long-range priority items will be reassessed as to priority position.  New action items may also be added.  During the Executive committee summer transition meeting, the Strategic Planning Task Force will meet with the outgoing Executive Committee to assess which objectives have been achieved.  In addition, the incoming Executive Committee will join the Task Force and outgoing Executive Committee to determine which objectives may be included in the coming year’s action plan.


Action Plan:


Once the WACUHO Strategic Plan is approved by the Association at the Annual Business meeting and the priorities are set, the Executive Committee and Strategic Planning Task Force will create an initial action plan for the 2015-2016 academic year.  From the initial action plan, work groups will be created and given the task to implement the objectives assigned.


The Strategic Planning Task Force believes that by identifying and prioritizing objectives within each focus area, and developing and implementing action plans for each objective, WACUHO can achieve its goals and minimize its challenges.  We believe this process will allow programs, activities and operations to become more consistent with the mission, purposes, and goals of our organization.


Vision Area:

For each objective, the Strategic Planning Task Force linked that objective with the Vision Area(s) created by the previous Strategic Planning team (2010) and implemented and voted upon at the WACUHO business meeting.  Please see page 7 for a list of the vision areas.


On the charts below, the “implementation” column will include whether that objective will be covered in the upcoming academic year and/or when the objective was completed.  As this Strategic Plan is a living document, this column will be updated in an ongoing basis.