2013-16 CCAE STRATEGIC PLAN HIGHLIGHTS
The CCAE Board of Directors will review and update the 2013 - 16 Strategic Plan during the 2016-17 academic cycle to align with ongoing changes in CCAE priorities, programs and services. The Guiding Principles and strategic directions from the current plan remain relevant, while some tactics are evolving.
MISSION STATEMENT - The Canadian Council for the Advancement of Education (CCAE) builds the leadership and capacity of the advancement community through exemplary programs and services that assist educational institutions in fulfilling their aspirations.
VISION STATEMENT - The Canadian Council for the Advancement of Education (CCAE) seeks to be Canada’s authoritative source for educational advancement by strengthening the capacity, reach and impact of this country’s advancement profession.
4 GUIDING PRICIPLES
The Canadian Council for the Advancement of Education (CCAE):
- Exists to serve education through a uniquely Canadian, institution-based membership model
- Provides the educational advancement community with exemplary programs and services that are research-based, data-driven, and appropriate to institution type, advancement discipline, experience level, and language (English and French)
- Shares current and future best practices across the advancement profession
- Strategically and effectively uses resources in service to its members.
STRATEGIC DIRECTION A
Develop a stable, long-term business model to optimize CCAE programs and services.
- Develop and deliver relevant, top-quality programs and services that fill members’ needs as identified in the research
- Optimize operational structure & support functions
- Harness the key talents and insights of volunteers to deliver high-quality programs to their fellow CCAE members
- Develop branding & communications plan
- Sharpen use of technology to enhance communication with and responsiveness to members
STRATEGIC DIRECTION B
Establish and capitalize on CCAE’s unique value proposition through research among current and potential members, supporters, partners, and competitors.
- Investigate the diverse needs and priorities of Canadian advancement professionals and their schools, among both current and prospective CCAE members
- Track changes and monitor trends in Canadian advancement and education to inform excellent, relevant service delivery
STRATEGIC DIRECTION C
Engage in strategic partnerships and collaborations that enhance CCAE’s ability to effectively serve members’ needs.
- Identify, evaluate & prioritize potential partnerships with like organizations on benchmarking, advocacy, program & services delivery
- Ensure a robust partner stewardship program
STRATEGIC DIRECTION D
Undertake an intensive program of revenue and membership growth
- Acquire, retain, and engage new members among targeted schools as identified in market research
- Increase retention rate among current members
- Identify potential new revenue streams and sources of funding
- Develop sponsor recruitment, retention, & stewardship program based on CCAE’s unique value proposition