• Strategic Planning Document (22 page pdf)
• Strategic Action Plan (8 page pdf)

Our association is a strong network of dedicated professionals. Time and time again, we hear members tell us that people at NAASS are important to the member’s professional and personal lives. Many professional associations provide for the intellectual and professional development of our membership as well as give voice about the profession to the wider community. This is, after all, our function and our duty as a professional association. What distinguishes NAASS is our volunteer culture which makes us care for one another in a very powerful fashion. It is, I believe, what makes our organization powerful.

Every organization, however, needs to occasionally remind itself of its roots and look forward to the future; an evolution of sort — some would say renewal. As agents of change in our own home institutions, many of us know that crafting the future is a deliberate art of planning. And so it is with NAASS. In the fall of 2004, the administrative council struck an ad-hoc committee to initiate a strategic planning process for the association. The committee formed under the leadership of then President Carol Switzer, was chaired and directed by former president Bill Kops from the University of Manitoba. Over the next several months, the committee met to discuss the organization’s strengths and weaknesses, as well as our values and goals. In October, 2005, the Administrative Council received and accepted the document prepared by the committee. This is that document.

This document sets forth a plan for change and rejuvenation of our association. It reflects deliberate and serious thought on the future vitality of NAASS as a professional association. This document has been tremendously valuable to the Administrative Council as it undertakes the direction of the association’s affairs. As a result of this document, the Administrative council has undertaken to develop strategic action steps that will give this document meaning and life. These steps are intended to guide the organization over the next three years. I would encourage you to read this document as this is a reflection of your association with other professionals in the field of summer and special term programming.

As president of NAASS, I would like to thank both the Strategic Planning Committee and the Administrative Council for their efforts with this document and further, with their efforts in leading this organization into the future.