SWACUHO Strategic Plan

In 2019 SWACUHO initiated a strategic planning process with the goal of creating an organizational guide for the next several years.

The process included:

• a values assessment sent to the SWACUHO membership,
• a focused SWACUHO committee chairs questionnaire,
• Intentional ACUHO-I competencies review,
• two feedback sessions held at 2020 annual SWACUHO Conference,
• three SWACUHO executive boards have participated in the creation/review.

While strategic plan work began prior to the pandemic, it has continued throughout it, and as such, some of the challenges experienced by the association and its membership are addressed within the final plan. SWACUHO executive board and committees will begin to utilize the strategic plan as a framework for language, goal setting, and synergy as the organization moves forward.

Vision

To create a community where engagement and developmental opportunities support the professional growth of SWACUHO stakeholders, in support of residential student success.

Mission

The Southwest Association of College and University Housing Officers (SWACUHO) supports a diverse, inclusive, and successful membership by providing opportunities to connect, engage, and grow in the housing profession.

Focus Areas

In support of our mission and vision, SWACUHO has identified and committed to the following focus areas:

• Development: Providing opportunities and resources that advance education and research to support the development and success of members
• Connection: Facilitating interactions and partnerships that increase engagement, professional growth, relationships, and a sense of belonging
• Pathways: Allocating time, resources, and opportunities that support member engagement in meaningful professional experiences and recognizing their contributions to the profession

Goals/Outcomes

Development

• Establish a resource repository accessible to all members
• Diversify programmatic offerings to be more inclusive of a wide variety of disciplines and experience levels within the housing profession
• Align programmatic offerings with relevant professional organization competencies and standards
• Continue to offer scholarships to support members’ professional development

Connection

• Ensure effective communications across the region and to membership
• Create a mentoring program for membership at various experience levels across the association
• Effectively market the benefits of the association to members and other stakeholders
• Support and promote developmental opportunities offered by institutions within the region and other professional organizations

Pathways

• Establish virtual engagement opportunities
• Offer experiences, opportunities, and education for members to progress into leadership roles within the association
• Increase association transparency and accountability to members and stakeholders