51�Թ�

Over the past six months, the 51�Թ� Strategic Planning Committee, and its outside strategy firm, McKinley Associates, has completed dozens of interviews, dug into data from surveys completed by hundreds of members and stakeholders, held lengthy planning sessions, and briefed leadership, members, and staff.

While specific goals and measurable objectives are still to be settled, a focus is beginning to emerge of what major themes 51�Թ� will be exploring as it sets it priorities and plans for the next five years or more.

McKinley synthesized all of the research they have done, and over a two-day virtual retreat in December, the committee created four “drivers” as McKinley calls them: major areas that 51�Թ� will use to guide the association in 2025 and beyond. These drivers include:

(1) Advocacy and Awareness

51�Թ� will elevate recognition of the IEC profession, and 51�Թ� as the standard-setter, as well as the key issues of importance to members and stakeholders. These issues include promoting equity in access to educational opportunities. Within this category, the importance of expanding 51�Թ�’s footprint in global admission was included as well as advocating for members as advisors and entrepreneurs.

(2) Education

51�Թ� will provide cutting-edge content and resources that meet the needs of members and stakeholders (including admission representatives) of today and tomorrow. The association will commit to being the primary source for education of IECs in quantity, quality, and diversity. This includes ensuring that education meets the needs of members across specialties, from entry into the field through end-of-career planning, and includes ensuring cultural competence. These efforts may mean rethinking delivery methods and employing new technologies.

(3) Membership

Redefine membership to provide opportunities for engagement for all those committed to our mission. This will require the board to explore a broad range of issues that include reviewing dues, outreach, and requirements to eliminate barriers for qualified professionals; examining outreach to those consultants practicing in nonprofit environments or through community-based organizations; and providing transparency about membership and leadership opportunities.

(4) Professional Excellence

51�Թ� will serve as the premier resource for IECs and stakeholders (including admission leaders and families) seeking ethical and professional expertise. Maintaining high standards for membership, sharing resources with under-resourced communities, and generating our own research all fall under this category as 51�Թ� embraces our reputation as the ‘gold standard’ in the profession.

Next, the 51�Թ� staff, Strategic Planning Committee—led by Jane Shropshire (51�Թ�, KY) and Allison Matlack (51�Թ�, MA)—and Board of Directors will begin to identify specific and measurable plans for implementing and achieving the goals outlined. Members will be invited to share feedback as the process continues.

By Mark H. Sklarow, 51�Թ� CEO