WFAA Strategic Plan

STRATEGIC PLAN
Washington Financial Aid Association
a five year collaborative vision
for the association
2013 through 2018
1
TABLE OF CONTENTS
Executive Summary ................................................................................................................................. 4
Introduction ............................................................................................................................................ 5
Mission, Core Values & Objectives from Policies & Procedures ................................................................ 6
Mission ............................................................................................................................................... 6
Core Values ......................................................................................................................................... 6
Advocacy ........................................................................................................................................ 6
Collaboration .................................................................................................................................. 6
Professional Growth & Development .............................................................................................. 6
Inclusiveness ................................................................................................................................... 6
Objectives ........................................................................................................................................... 6
Situation Assessment .............................................................................................................................. 8
Internal Assessment:
Assets ............................................................................................................. 8
Internal Assessment:
Weaknesses/Constraints ................................................................................. 8
External Assessment:
Opportunities ................................................................................................. 8
External Assessment:
Challenges ...................................................................................................... 8
Other Trends: ...................................................................................................................................... 8
Goals, Measures, & Strategies ................................................................................................................. 9
Support & Implementation of the Strategic Plan.................................................................................... 15
Monitoring and Evaluation of the Strategic Plan .................................................................................... 15
Appendix A:
Strategic Planning Process Participants ........................................................................... 16
Appendix B: 2013-2014 WFAA Executive Committee Members Goals .................................................... 17
Awards & Scholarships ...................................................................................................................... 17
Bylaws............................................................................................................................................... 17
Communications/Newsletter............................................................................................................. 17
Annual Conference............................................................................................................................ 17
Early Awareness ................................................................................................................................ 17
Electronic Services/Historical Archives .............................................................................................. 18
Vice President for Ethnic Awareness ................................................................................................. 18
Fiscal Planning ................................................................................................................................... 18
Fund Development ............................................................................................................................ 18
Vice President for Legislation ............................................................................................................ 19
2
Membership/Volunteer Development ............................................................................................... 19
Nominations and Elections ................................................................................................................ 19
Past President ................................................................................................................................... 20
Policy and Procedures ....................................................................................................................... 20
President........................................................................................................................................... 20
President Elect .................................................................................................................................. 21
Research/Student Budgets ................................................................................................................ 21
Secretary ........................................................................................................................................... 21
Segmental Reps................................................................................................................................. 22
Strategic Planning ............................................................................................................................. 22
Vice President for Training ................................................................................................................ 22
Treasurer .......................................................................................................................................... 22
Appendix C: 2013-14 Committees & Officers Implementation Matrix .................................................... 24
Appendix D: Measures Tracking Tool ..................................................................................................... 26
Appendix E:
WFAA Membership Survey, Winter 2013 ........................................................................ 30
3
EXECUTIVE SUMMARY
The purpose of this five-year strategic plan is to guide the decision-making of the Executive
Committee (EC) of the Washington Financial Aid Association (WFAA) and to inform the
membership of the priorities and activities of the association. The goal of the plan is to ensure
that WFAA continues to serve its members most effectively and efficiently.
WFAA’s fundamental purpose and reason for existence is clearly articulated in the association’s
mission statement:
To effectively serve the interests and needs of its membership and constituents
through the coordination of financial aid information, programs and activities.
The Executive Committee of WFAA believes that how the association accomplishes its mission is
as important as the mission itself, and therefore has articulated a set of core values which are
intended to guide and inspire the behavior and interactions of all WFAA members. The core
values of the Association are:
Advocacy
Collaboration
Professional Growth & Development
Inclusiveness
The following eight goals summarize the organizational priorities for the association for the next
five years.
1. Develop and communicate the public policy positions of financial aid administrators in
Washington State and provide members with the support and education they need to
further their own advocacy efforts;
2. Collaborate and coordinate with members and with other organizations and associations in
order to serve our members more efficiently and effectively;
3. Be a leader in providing training and professional development opportunities that are
responsive to member needs;
4. Continually improve methods and processes for communicating with the membership;
5. Maintain the long-term financial stability of the association;
6. Assess and monitor the performance of the association and implement strategic
adjustments;
7. Increase the participation of members in association activities;
8. Maintain and enhance the diversity of our membership and its leadership.
The 2013-2018 WFAA Strategic Plan was approved by the Executive Committee in its meeting
on September 26, 2013. This marked the conclusion of the formal process of developing the
Strategic Plan, but not the conclusion of the association’s strategic planning efforts. Goals
must be developed annually by committees and officers in support of the five-year strategic
plan, and the Measures Tracking Tool updated. Strategic planning efforts will continue to be
reviewed and monitored regularly by the Executive Committee and communicated to the
membership of the Association.
4
INTRODUCTION
The process used to develop the 2013-2018 Strategic Plan was both comprehensive and
inclusive. The Strategic Planning Task Force (see Appendix A) was created by the initial
president of WFAA for 2012-13, Jordan Grant. The executive committee provided direction and
feedback in October, 2012, for the task force. Areas of concern, conflict, and needed direction
were documented and proposed objectives for the strategic plan were provided. In addition,
WFAA’s mission statement was affirmed at that time.
The task force used the mission statement and feedback from the executive committee to begin
its work. The focus of the goals for the strategic plan was narrowed down to these main areas
of interest and concern:
•
•
•
•
•
Advocacy – State and Federal
Collaboration
Communication
Governance
Membership
Members of the Strategic Planning Task Force met numerous times by conference calls to begin
to draft the necessary steps to bring a strategic plan forward by the time the WFAA transition
retreat was scheduled to take place in June, 2013.
A membership survey was created and administered to the membership in February and March.
(See Appendix E). The information from the survey was shared with the EC and was used to
help shape the direction the strategic plan should take.
The task force reviewed a number of organizations’ strategic plans from around the country and
decided to use the Western Association of Student Financial Aid Administrators’ strategic plan as
a template for WFAA’s with some additional ideas gleaned from California’s Association of
Student Financial Aid Administrators. In spring 2013, an initial draft was developed for the EC to
review and use as a basis to begin to develop committee and officer goals for the plan.
5
MISSION, CORE VALUES & OBJECTIVES FROM POLICIES & PROCEDURES
The Mission, Core Values and Objectives for WFAA during the next five-year period will remain
unchanged. WFAA’s fundamental purpose and reason for existence is clearly articulated in the
Association’s mission statement:
Mission
WFAA’s mission is to effectively serve the interests and needs of its membership
and constituents through the coordination of financial aid information, programs
and activities.
Core Values
The Executive Committee of WFAA believes that how the Association accomplishes its mission is
as important as the mission itself. The manner in which we behave, treat each other, and
interact with others is critical to the successful implementation of our mission and strategic
goals. Therefore, WFAA undertakes its mission, guided by the following core values:
Advocacy
…for the
…for the
…for the
…for the
students, parents, and schools we serve
importance of access to education
value of financial aid
role of the financial aid administrator
Collaboration
…networking between our members
…coordinating with our partners to fulfill our mission
Professional Growth & Development
…building skills, knowledge, confidence, and careers by training and networking
opportunities, and instilling a passion for the financial aid profession
Inclusiveness
…of all segments and sectors
…of all cultures and ethnicities
…of all positions, preferences, perspectives, and ideas
Objectives
1. Promote the professional preparation, effectiveness and recognition of student financial
aid personnel in post-secondary institutions and other public and private organizations
concerned with the support, development and administration of student financial aid
programs.
2. Provide conferences, workshops, research and other related activities relevant to
financial aid.
3. Coordinate broad representative responses to legislative issues and proposed legislation
affecting financial aid and related concerns.
6
4. Facilitate communication among those interested in student financial aid.
5. Promote educational opportunities for all, but focus upon under-represented and
economically disadvantaged groups through various means including early awareness
and scholarships.
6. Utilize resources in a manner relevant to the mission and objectives of the association
while remaining fiscally responsible.
7
SITUATION ASSESSMENT
The Situation Assessment from the WASFAA strategic plan was used as a template to help
WFAA, as part of the strategic planning process, better understand the environment, both
internal and external, in which WFAA operates. The work of the Executive Committee at their
October, 2012, meeting was the basis for the internal assessment.
Internal Assessment:
•
•
•
Internal Assessment:
•
•
•
•
•
•
•
•
•
•
•
Opportunities
Increase revenue through web-based training and advertising
Increase partnerships and collaboration for mutual benefit
Training and professional growth needed by new financial aid administrators
Large and diverse volunteer base good for leadership pipeline
External Assessment:
•
•
•
•
•
Weaknesses/Constraints
Lack of clarification of the focus of WFAA
Continued need to communicate the value and benefit of WFAA membership
Lack of clarification of the role of the Early Awareness Committee
Decreased vendor support
Need for improved use and maintenance of the WFAA website
Lack of Historical Archives Committee chair
Lack of mentoring available for new members and people new to financial aid
Assessment of membership needs is limited and infrequent
Lack of volunteerism
Lack of investment strategy
More concrete strategies and goals need to be utilized by committee members
External Assessment:
•
•
•
•
Assets
Strong training programs
Summer Training Event
Annual Conference
Financially sound organization
Provide networking and sharing of best practices opportunities to members
Challenges
Restricted travel and training budget for members
Advocacy is difficult when changes made by budgetary decisions and executive orders
Providing competitive membership services without over budgeting use of reserves
Ability to continue to attract volunteers/leaders with economic and time constraints
Serving training needs of different sectors
Other Trends:
•
•
•
•
•
•
Financial aid funding reduced by budget deficit reduction efforts
Demographic changes with new minority and great number of “non-traditional” student
Turnover/retirement of long tenured financial aid staff
Financial literacy and debt management support with a cost to schools
Doing more with less (money, time, staff, etc.)
Emphasis on completion, accountability, and transparency
8
GOALS, MEASURES, & STRATEGIES
WFAA’s Strategic Plan will allow the association to fulfill its mission and continue to provide
members with outstanding services and support. The eight (8) goals listed on page 4
summarize the organizational priorities for the association for the next five years. The details
on how these goals will be accomplished using specific strategies and actions, who or what
committee will be responsible for accomplishing them, and how success will be measured have
been articulated in the following chart.
Goal #1:
Be a leader in providing training and professional development
opportunities that are responsive to member needs
Measures:
a.
b.
c.
d.
Training manual created
WFAA web training resources are up to date
Increase in number of members participating in Association activities/events
Post-training evaluations indicate improvements in training quality and
consistency
Strategies/Actions
1. Use results of listserv or surveys to respond to member
training interests and priorities
2. Conduct regular research to determine:
a. Training needs of members
b. Training resources available, including types of
training other associations and partners are doing
c. Training that would appeal to others, i.e. bursars, high
school counselors, business officers, etc.
3. Consistently evaluate the quality of training and trainers
a. Formalize how trainers are selected, trained, evaluated
b. Implement changes based on evaluations
c. Report on results of evaluations to EC
4. Improve the organization of the Association’s training efforts
a. Recruit and utilize committee members who will be
able to do strategic/administrative tasks for committee
b. Communicate events to members in timely manner
utilizing all electronic communication tools
5. Develop a training committee manual to include:
a. Training Committee functions and structure (e.g.,
definition of roles of committee chair, trainers, other
committee members)
b. Criteria for selecting trainers
c. Processes for identifying, training, and assessing
trainers
d. Processes for identifying training topics
6. Collaborate with other committees to implement strategies
a. Engage Electronic Services to ensure timely opening of
registration
9
Responsibility
VP for Training
VP for Training
Research/Student Budgets
Electronic Services/Archives
VP for Training
VP for Training
Membership/Volunteer Dev.
Electronic Services/Archives
Communications/Newsletter
VP for Training
Policies & Procedures
VP for Training
Sector Reps
b. Volunteer Development – help identify and recruit
known effective trainers
c. Share great presenters or presentations between
states and regions
d. Research opportunity to have joint state conferences
or training events
e. Ensure that training needs are meeting needs of all
sectors or segments
7. Consider developing and implementing web-based training
Electronic Services
Archives
Communications/Newsletter
Membership/Volunteer Dev.
President
VP for Training
VP for Training
Electronic Services/Archives
Goal #2:
Maintain the long-term financial stability of the Association
Measures:
a. Investment strategy developed/monitored and in use
b. Asset reserve is maintained at eighteen months of budgeted expenses (plus
contractual obligations)
c. Budget comprised of more diverse sources of revenue
Strategies/Actions
1. Create and monitor an investment policy & strategy
2. Maintain the investment Policy Statement
a. Communicate with members about the purpose of the
policy and ongoing management of the reserves
3. Continue to increase the diversity of WFAA’s revenue
sources/income streams
a. Review and analyze current revenue sources for balance
and stability and determine if the existing model needs to
be modified
b. Identify and secure new sources of revenue with possible
collaboration with WASFAA and NASFAA
4. Track and develop plans in response to changes in federal rules
and requirements that impact WFAA’s revenue sources e.g. FDIC
changes, etc.
5. Manage operations in accordance with Association Bylaws and
Policies & Procedures
a. Annually review dues and fiscal policies to ensure
congruence with Association goals, budget and operations
b. Ensure events and activities are self-sustaining
c. Develop and maintain a balanced budget
6. Develop ways to help keep WFAA’s expenses down but maintain
essential services and quality of service
Responsibility
Treasurer
Treasurer
Treasurer
Treasurer-Elect
Fund Development
Treasurer
Treasurer-Elect
Treasurer
Treasurer- Elect
Treasurer
Treasurer-Elect
Executive Committee
Goal #3:
Assess and monitor the performance of the Association and implement
strategic adjustments
Measures:
a. Improvement in ratings on future Membership Services Survey instruments
10
b. Strategic Plan complete and guiding Association activities
c. Committees and Officers develop and report on annual goals
Strategies/Actions
1. Utilize a standardized assessment tool for evaluation of events
2. Monitor and assess performance against strategic goals and
make adjustments as appropriate
3. Administer more frequent surveys to assess needs of the
association members (e.g., training topics, conference session
ideas)
4. Develop timeline for next Membership Services Survey and
determine frequency and need
5. Review prior years measures against goals to assess progress
annually
6. Evaluate membership structure and implement appropriate
changes
7. Evaluate the job descriptions of officers annually
8. Incorporate and formalize changes through revisions to the
Bylaws and Policies & Procedures manuals
9. Assess all electronic communication modes to membership for
effectiveness by obtaining data on number of participants and
number of hits
Responsibility
Research/Student Budgets
Event Chairs
Executive Committee
Research/Student Budgets
Event Chairs
Strategic Planning
Strategic Planning
Committee Chairs
Membership/Volunteer Dev.
Executive Committee
Executive Committee
Electronic Services/Archives
Communications/Newsletter
Research/Student Budgets
Goal #4:
Increase member participation in Association activities
Measures:
a. Increase in number of WFAA members
b. Increase in number of members at Annual Conference, training events, etc.
c. Increase in number of new volunteers serving on committees
Strategies/Actions
1. Establish and formalize functions and processes of
Membership committee
a. Coordinate activities centrally to ensure consistency
and follow through
b. Use training events, newsletter, listserv and
conference to provide information to and to hear from
potential volunteers
c. Ensure every member who expresses interest in
volunteering is followed up on
2. Provide a summary describing what WFAA does, what each
committee does, how to get involved, etc. and distribute it:
a. At the annual conference
b. At training events
3. Use technology to streamline volunteer development activities
4. Balance the involvement of newer members and potential
11
Responsibility
Membership/Volunteer Dev.
Executive Committee
Committee Chairs
Committee Members
Membership/Volunteer Dev.
Electronic Services/Archives
Executive Committee
Strategies/Actions
leaders with more experienced members/leaders
5. Identify and encourage emerging leaders to become more
involved and provide appropriate training and support
a. Work with EC and Committee Chairs to identify
potential volunteers/leaders
b. Identify potential chairs from committee members or
co-chairs
6. Work with Ethnic Awareness to involve scholarship recipients
in Association activities
7. Highlight volunteers and volunteer opportunities with
newsletter articles
Responsibility
Committee Chairs
Membership/Volunteer Dev.
Current & Past EC Leaders
Committee Chairs
VP for Ethnic Awareness
Communications/Newsletter
Goal #5:
Continually improve methods and processes for communicating with
the membership
Measures:
a. Improved ratings on communication-related questions on future
Membership Services Survey instruments
b. Regularity of newsletter publication and communication from President
c. Increase in number of members applying for scholarships
d. Increase in number of visits to the WFAA website
Strategies/Actions
1. Regular, direct communication from the President to the
membership through listserv
2. Monitor to make improvements to Newsletter content and
structure
a. Continue to utilize electronic format for all newsletter
issues
b. Regularly evaluate member satisfaction with the
newsletter and make appropriate adjustments
c. Continue the segment about “news about our
members”
3. Educate members about the use and benefits of the WFAA
listserv and website
4. Use website and other technology tools to encourage two-way
communication with members
5. Continue to create opportunities for segmental reps to meet
regularly and share information
6. Regularly provide information to members about the
Association (e.g., activities, goals, accomplishments) using
current communication tools (e.g., newsletter, ListServ)
Responsibility
President
Communications/Newsletter
Electronic Services/Archives
Communications/Newsletter
Electronic Services
President
Sector Reps
Executive Committee
Goal #6:
Consolidate and communicate the public policy positions of financial
aid administrators in Washington State and provide members with
12
support and education to further their own advocacy efforts
Measures:
a. Improved ratings on advocacy-related questions on future Membership
Services Survey instruments
b. Track amount of communication from Legislation Committee on advocacyrelated issues
c. Track actions taken by members in response to calls for action (e.g.,
website hits)
Strategies/Actions
1. Increase awareness of public policy issues impacting
financial aid administrators
2. Educate and empower members to take action at an
individual level and help them understand the individual role
they can play in advocacy
a. Encourage and facilitate communication to elected
officials and other key players at the national level
b. Provide members with feedback on the results of the
actions they have taken individually and as a group
3. Implement easy-to-use web-based tools to support
advocacy
4. Collaborate with segmental reps to enhance advocacy
efforts at the Federal level
a. Strive to have representatives from each segment
serve on WFAA’s Legislation Committee
5. Work with ATAC to establish a tracking tool to measure and
evaluate the impact of actions taken by members
6. Formalize WFAA’s advocacy policy of providing a response
and communicating varying viewpoints on key issues, even
if consensus cannot be reached
7. Ensure that federal or legislative issues/problems brought up
in committee meetings are communicated to WASFAA’s
Executive Council
Responsibility
VP for Legislation
VP for Legislation
VP for Legislation
Electronic Services/Archives
VP for Legislation
Sector Reps
Electronic Services
Archives
VP for Legislation
President
Goal #7:
Maintain and enhance the diversity of our membership and the Executive Committee
Measures:
a. Increase in membership diversity as measured by membership statistics
b. Track number of diversity-related activities conducted each year
c. Survey conducted (or Membership Services Survey) to assess member
perceptions of WFAA culture/climate as needed
Strategies/Actions
1. Conduct research to gather and analyze statistics related to
membership diversity
a. Review membership ethnicity/race categories
b. Survey membership to determine reason for nonresponses and checking of “other” category
13
Responsibility
VP for Ethnic Awareness
Membership/Volunteer Dev.
Electronic Services
Archives
Research/Student Budgets
2. Broaden the membership’s understanding of diversity
through active education and communication efforts
a. Use interest session at Annual Conference and
symposiums to educate members about diversity
issues and forward to states for use at their
conference
b. Use general session speakers and topics to reflect
diversity education needs and issues
c. Work with Training Committee/trainers to
incorporate diversity into a web-based training
session
d. Develop pamphlets for high school counselors and
front-line staff with culturally sensitive facts/guidance
e. Publish articles in the newsletter relating to diversity
issues including pamphlet information
3. As budget permits, provide more scholarships to members
representing diverse populations
a. Require volunteer service as part of scholarship
award
b. Engage scholarship volunteers through formal and/or
informal mentoring efforts
4. Ensure participation on the Executive Committee and in
committees by diverse members/groups
5. Nominations & Elections target diverse populations in
recruiting candidates to run for offices
6. Ask segmental reps and VPs to identify potential members,
volunteers, leaders from diverse populations
VP for Ethnic Awareness
Conference
VP for Training
Communications/Newsletter
VP for Ethnic Awareness
Treasurer
Treasurer- Elect
Committee Chairs
VP for Ethnic Awareness
Nominations & Elections
Membership/Volunteer Dev.
Goal #8:
Collaborate and coordinate with other organizations and associations in order to
serve our members more efficiently and effectively
Measures:
a. Committee goals and year-end committee reports show increased
collaboration with other committees
b. Executive Committee discusses potential new collaborations at least once
per year in its meetings
c. WFAA participates in at least one new collaborative effort each year
Strategies/Actions
1. Focus collaborative efforts between segments
a. Assist in promoting all available training opportunities
Responsibility
VP for Training
Conference
Sector Reps
2. Appropriate committees incorporate collaboration into annual
goals and ongoing activities
3. Officers and others in elected positions make collaboration a
priority and part of their annual planning process
All Committees
14
Officers
SUPPORT & IMPLEMENTATION OF THE STRATEGIC PLAN
The Strategic Planning Committee assumes that the Executive Committee will support the plan
by its regular use in the decision-making process. The Strategic Planning Committee has met
regularly via phone conference and it is recommended that the Executive Committee assign
designated time to addressing the information provided within this strategic plan. In addition,
the 2013-2018 Strategic Plan should be supported by the following other methods.
•
Introductory education about the Strategic Plan as an agenda item to be provided at the
Transition meeting of the current Executive Committee and the incoming Executive
Committee members.
•
WFAA officer and committee chair annual goal setting will be coordinated with the eight
goals of the Strategic Plan. Progress made will be an integral part of each Committee
member’s quarterly and year-end reports.
•
Part of the first Executive Committee meeting for new members will be utilized to review
the recommended strategies and actions that each officer and committee chair should
keep in mind when setting and carrying out their goals.
•
Newsletter articles will be written to inform the membership of accomplishments and
recent activity regarding the Strategic Plan. Trends and data from the Measures
Tracking Tool can be highlighted.
MONITORING AND EVALUATION OF THE STRATEGIC PLAN
•
The Measures Tracking Tool will be updated annually and all Executive Committee
members will assist in the timely collection of data. The updated data should be
included in the quarterly or year-end report.
15
APPENDIX A:
STRATEGIC PLANNING PROCESS PARTICIPANTS
Members of the 2012-2013 Strategic Planning Task Force:
1. Crystal Allison
2. Karen Driscoll
3. Abril Hunt, Co-Chair
4. Elaine Marcinek
5. Wendy Olson, Co-Chair
Members of the 2012-2013 Executive Committee:
1. Ted Haase, President
2. Monique Theriault, President-Elect
3. Darcy Keller, Past President
4. Oscar Verduzco, Vice President for Ethnic Awareness
5. Martin Daniels, Vice President for Legislation
6. Traci Stensland, Vice President for Training
7. Lorraine Odom, Secretary
8. Jim De Wilde, Treasurer
9. Kevin Berg, Annual Conference Co-Chair
10. Lisa Whitehead, Annual Conference Co-Chair
11. Ron Noborikawa, Early Awareness Chair
12. Anthony Casement, Electronic Services Chair
13. Rick Sinclair, Fund Development Chair
14. Danette Iyall, Membership Chair
15. Marilyn Ponti, Newsletter Chair
16. James Flowers, Student Budgets Chair
17. Rachelle Sharpe, WSAC Liaison
18. Suzanne Scheldt, US Department of Education Liaison
19. Kim Wells, US Department of Education Liaison
Members of the 2013-14 Executive Committee:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Monique Theriault, President
Abril Hunt, President-Elect
Ted Haase, Past President
Danette Wells, Secretary
Marcela Carrillo-Pattinson, Vice President for Ethnic Awareness
Isabelle Mora and Jim White, Conference Co-Chairs
Linnea Todd, Vice President for Legislation
Jim DeWilde, Treasurer
Beatrice Sapp, Treasurer-Elect
Crystal Allison Electronic Services Chair
Lyssa Thaden, Fund Development Chair
Ron Noborikawa, Membership Chair
Marilyn Ponti, Newsletter Chair
Rachelle Sharpe, WSAC Liaison
Suzanne Scheldt, US Department of Education Liaison
Kim Wells, US Department of Education Liaison
APPENDIX B: SUGGESTED 2013-2014 WFAA EXECUTIVE COMMITTEE
MEMBERS GOALS
Annual Conference
1. Goal is to have annual agreed upon number of registered and paid attendees
2. Offer tracks specific to institution type – proprietary and graduate in particular
3. Come in well under budget
4. Offer outstanding agenda with relevant and meaningful general sessions and breakouts
Awards & Scholarships
1. Follow timeline set up by previous Award/Scholarship Chairs
2. Increase the number of scholarship applicants and award nominees
3. Seek committee representation from all states
4. Promote in timely manner the scholarship offerings
5. Evaluate scholarship application online form for clarity
6. Continue to evaluate if scholarships should cover more costs but be provided to fewer
people or increase amounts
Bylaws
1. Become familiar with the Association Bylaws
2. Maintain and update, when necessary, the Bylaws
3. Make sure that any updates to the Bylaws are posted on the website and the
membership is notified of the posting.
4. Coordinate with Policy and Procedures Committee to maintain continuity between
Bylaws and Policy & Procedure
Communications/Newsletter
1. Develop social media policy/plan
2. Enhance social media presence
3. Develop new ways to create additional ad space
4. Create blog with regularly updated material
5. Reduce size of newsletter while utilizing free products, blog social media
Early Awareness
1. To create new and strengthen current WFAA partnerships with community leaders,
officials and citizens which serve the state of Washington
2. To continue and improve our efforts at collaborating with the Washington Student
Achievement Council, College Bound, GEAR UP, and the College Success Foundation to
promote early awareness of financial aid and college access
3. To increase our involvement in the National Training for Counselors and Mentors
(NT4CM), an annual training program designed to provide counselors and mentors with
professional resources that will help them more effectively advise high school students
and families about how to prepare financially for college
4. To develop a pilot program that will:
a. Provide financial literacy and awareness of the financial aid process to High
School College Preparation counselor(s) and students through workshops
b. Establish direct line of communication with High School College Guidance
counselor(s) with specific low income area high schools
Electronic Services
1. Act as single point of contact for webhosting service
2. Collaborate with other committees to maintain website in a timely manner
3. Provide prompt, thorough and friendly website assistance to WFAA officers, committee
chairs, general members and partners
4. Add access to selected archives to WFAA website
Historical Archives
5. Collaborate with other committees to gather documents in order to maintain archives in
a timely manner
6. Apply a consistent naming convention to all electronic documents added to archives
7. Index scanned archives for ease of use
Vice President for Ethnic Awareness
1. Identify or develop an ethnic awareness session for the Annual WFAA Conference
2. Submit diversity related articles for the WFAA Newsletter rotating topics focused on
underrepresented groups
3. Create training material for counselors of underrepresented groups
4. Chairs the Ethnic Awareness Committee
5. Provides input on the impact of financial aid issues on diverse populations of students
6. Encourages ethnic members to participate on committees and to run for office
7. Creates awareness campaign to promote educational opportunities for minorities such as
posters, book marks, letters, awards, etc;
Fiscal Planning
1. Monitor the annual WFAA budget to assure income and expenses are on target
2. Establish a balanced annual WFAA budget for 2013-14
3. Monitor WFAA’s assets with the Treasurer
4. Establish a WFAA asset reserve policy
5. Review annually the adequacy of the current level of WFAA insurance coverage
6. Make arrangements to have WFAA’s fiscal records reviewed year or biannually
7. Develop effective policies regarding the fiscal-related activities of WFAA
8. Develop ways to help keep WFAA’s expenses down but maintain the essential services
and quality of service
9. Make meaningful recommendations to the Executive Committee regarding the financial
affairs of the Association
10. Review fiscal policies established by other states and regions for ideas to be considered
for WFAA
11. Collaborate with WASFAA regarding finding possible vendors/sponsors for WFAA
Fund Development
1. Raise funds for WFAA activities through Vendors/Partners advertising and conference
participation through phone calls and email campaigns
2. Updated WFAA webpage for Partners/Vendors
18
3. Ensure that when vendors sponsor events that they receive recognition and support
4. Raise Annual agreed upon amount for WFAA
Vice President for Legislation
1. Provide updates to the membership regarding current and upcoming state legislative,
regulatory and implementation issues via listserv
2. Provide and update appropriate links on WFAA’s website related to legislative activities
and contacting legislators
3. Partner with WASFAA’s Federal Relations Committee to keep WFAA members current on
regional and legislative issues
4. Serve as WFAA’s liaison to Congress, the State Legislature, the Higher Education
Coordinating Board, the State Board for Community and Technical Colleges, NASFAA
and/or other governmental entities affecting student financial aid
5. Collect information on governmental activities or proposed legislation having a potential
effect on student aid, analyzes the information and disseminates it to the WFAA
membership electronically or via the newsletter;
6. Coordinates WFAA’s position with other state, regional or national aid organizations
7. Coordinate responses to requests for information regarding Reauthorization or proposed
legislation from various entities including NPRM’s;
Membership/Volunteer Development
1. Set and achieve annual membership campaign goal by:
a. Recruiting and retaining financial aid professionals into the association
b. Collaborating with the Training Committee
c. Promoting WFAA membership through WFAA Newsletters, Listserv, and
conferences
d. Soliciting renewals and notifying members of lapsed membership
2. Maintenance of the WFAA Membership database
3. Encourage WFAA members to volunteer for committees or event participation
4. Assist WFAA committee chairs in obtaining committee members
5. Design and print WFAA brochure and volunteer flyer
6. Facilitate a WFAA booth at the conference
7. Assist with Newcomer’s event at the Annual Conference
8. Submit articles to the newsletter with volunteer stories
9. Recruitment of new members for the Membership/Volunteer Development Committee
Nominations and Elections
1. Seek a diverse set of nominees for leadership positions available for each year as well as
Presidential candidates willing to make a three year commitment to enhance the goals
of the association
2. Vet a slate of candidates to recommend to the EC
3. Present a slate of candidates for all available leadership positions to the membership in
December
4. Complete the election process and communicate the results of the successful candidates
19
Past President
1. Assist the President and the President Elect in maintaining the goals of the association
2. Work diligently to identify and encourage potential leaders to enhance the goals of the
association
3. Work with other associations (state, regional and national) to help identify new
opportunities for WFAA
4. Guide WFAA leadership in implementing the new strategic plan.
5. Serve as the chair of the Nominations and Elections Committee, advertise, develops a
well-rounded ballot, carry out elections, and determine results;
6. Serves as the chair of the Awards Committee and nominates award recipients,
advertises, selects and arranges the purchase of plaques and/or other recognition
7. Assist the President in writing policies and procedures and is responsible for maintaining
and updating the Policy and Procedures Manual; Assists in writing By Laws as necessary;
8. Provides historical perspective at Executive Committee meetings as requested
9. Serves as a member of the Fiscal Committee
Policy and Procedures
1. Become familiar with the Association Policy and Procedures
2. Maintain and update, when necessary, the Policy and Procedures
3. Make sure that the current P&P is posted on the website
5. Coordinate with Bylaws Committee to maintain continuity between Bylaws and Policy &
Procedures
6. Review EC minutes for necessary updates to Policy and Procedures
President
1. Work with the Training Committee to offer a variety of training opportunities to the
membership
2. Assist in volunteer development and ask that two new members (not currently serving
on the committee) to be added to each committee
3. Work closely with VP for Legislation to monitor federal policy by providing feedback on
any initiatives that impact the membership/profession
4. Appoint EC members to be members of the Strategic Planning Committee.
5. Ensure there is representation from all sectors, as well as balance in gender and ethnic
diversity when appointing Executive Committee
6. Provide assistance to Treasurer and Treasurer Elect as responsibilities transition
Schedules and conducts all meetings of the Association and the Executive Committee;
(a) Selects meeting locations;
(b) Prepares meeting agendas;
(c) Oversees and facilitates activities of Executive Committee members as well as
serves as an ex-officio member of each committee;
(d) Selects Committee Chairs;
(e) Provides oversight and assistance to WFAA Conference co-chairs;
(f) Writes newsletter articles for WFAA and WASFAA.
(g) Submits an annual report to the Association; and
20
(h) Serves as a representative and liaison to WASFAA as a member of their
Executive Council and attends Council meetings and the annual WASFAA
Conference (expenses are paid by WASFAA for the Council meetings, and WFAA
pays for the WASFAA Conference;
(i) Serves as a representative to NASFAA and other associations, for students and
private agencies. Attendance at the annual NASFAA Conference is paid by WFAA;
(j) Provides training and assistance to the President Elect;
President Elect
1. Become familiar with duties as President Elect
2. Observe the operations and logistics of the current EC
3. Review the manual provided by the current and past presidents on the duties of the
President
4. Review the Associations Policies and Procedures and Bylaws to further understand the
workings of the Association
5. Begin the process of identifying committee chairs that will enhance the diversity of the
EC for year as president
6. Solicit recommendations to increase the membership and determine the future needs of
the Association – training, fiscal planning, etc…
7. Determine the most cost efficient, and the best conference location with the least
amount of concerns (cost, locale and perception issues)
8. Selects future conference site(s), negotiates the hotel contract and selects conference
chair(s) (to serve when President);
9. Confers with the President regarding goals and activities and observes procedures;
10. Serve as a member of the Fiscal Committee
Research/Student Budgets
1. Collaborate with other committees to provide data that will help serve WFAA and its
members
2. Conduct students’ estimated budgets survey and communicate results to membership.
Secretary
1. Records minutes of Executive Board and general membership meetings
2. Have minutes available within one month of executive committee meetings
3. Post approved minutes on WFAA Website
4. Provide newsletter article summarizing the last committee meeting
5. Request information from Committee Chairs related to award recipients, revisions to
forms, and any other information needed by the Electronic Services Chair for web
updates
6. Performs duties as assigned by the President or Executive Committee
7. Completes correspondence as requested by the President
8. Submits copies of all minutes to the Historical Archives Committee annually
9. Transfers computer equipment and information regarding procedures to the new
Secretary at the end of term of service
21
10. Maintains the WFAA logo
Sector Reps
1. Participate on WFAA Committees to provide viewpoint of various sectors
2. Report to Executive Committee legislative issues and trends that affect the different
sectors to raise awareness and understanding
3. Submit newsletter reports that summarize recent issues affecting financial aid sectors
4. Facilitate communication between WFAA and membership of each sector in the state
5. Develop summary of sector issues and submit to WFAA President for inclusion in
WASFAA State President’s report
6. Identify what WFAA can do to retain and grow its membership
7. Attend Executive Committee meetings to present reports on their sector’s activities
Strategic Planning
1. Continue tracking the Strategic Planning measures from the current Strategic Plan
2. Begin researching and developing a new Strategic Plan
3. Obtain direction from WASFAA EC for the next strategic plan
a. Length of plan
b. Data collection – membership survey?
c. Review our Core Values
d. Review our Core Competencies
e. What do we want WFAA to look like in the future
4. Communicate progress to membership
Vice President for Training
1. Successfully implement annual training events
2. Evaluate the WFAA survey results to assist with planning future training events to meet
the needs of the membership
3. Collaborate with Fund Development in possibly having a vendor sponsorship
4. Collaborate with membership in reaching out to schools
5. Collaborate with Awards and Scholarships for any recipients that will attend trainings.
6. Collaborate with communications/Newsletter to be actively engaged in promoting
training events through all our communication methods
7. Continue to research training opportunities from other sources that can be provided free
or at no cost to WFAA members
8. Continue to provide in-person training opportunities for WFAA members
Treasurer
1. Chairs the Fiscal Committee
2. Assists in developing a balanced budget annually
3. Provides written Year-To-Date Financial Reports at each Executive Committee meeting
4. Provides written annual report at year-end and a copy of the final operating statement
22
5. Provides monthly copies of bank statements to the President
6. Reconciles bank statements for the Association monthly
7. Reimburses members for expenditures
8. Pays Association’s bills in a fiscally responsible and timely manner
9. Deposits funds documented and routed through appropriate committees
10. Maintains a written record of all payable and receivable budget transactions, and
financial records in accordance with the By Laws
11. Makes certain that appropriate bank signature cards have been completed
12. Ensures that the minutes of the final Executive Committee meeting of the year include
the names of the incoming officers, and that a copy of the minutes signed by the
Treasurer are taken to the bank along with the form, “Corporation/Association
Resolution of Authority” which have been signed by the new President and Secretary;
and new signature cards will need to be completed by the new Treasurer and President
at a local branch of Chase Bank.
6. At year-end, the reconciliation of records will be coordinated with the incoming
Treasurer and passed on with the fiscal records, the computer and a signed record of an
inventory of equipment being transferred for the Association’s records;
7. Prepares annual budget worksheet to facilitate the budget development for the next
fiscal year.
8. Annually complete and file the Association’s federal income tax return.
Treasurer-Elect
1. Observes the activities of the Treasurer in order to learn the accounting procedures and
become familiar with the financial records of the Association while under the supervision
of the Treasurer
2. Serves on the Fiscal Committee
3. Assists the Treasurer as requested
4. Assumes the duties of the Treasurer if he/she becomes ineligible or unable to serve.
23
APPENDIX C: 2013-14 COMMITTEES & OFFICERS IMPLEMENTATION MATRIX
The goals of the WFAA 2013-2018 Strategic Plan are supported by the goals of each of the
Association’s committees as illustrated in the Implementation Matrix below.
Strategic Plan Goals:
#1
Be a leader in providing training and professional development opportunities that are
responsive to member needs
#2
Maintain the long-term financial stability of the Association
Assess and monitor the performance of the Association and implement strategic
#3
adjustments
#4
Continually improve methods and processes for communicating with the membership
#5
Increase the participation of members in Association activities
Consolidate and communicate the public policy positions of financial aid administrators
#6
in the Western region and provide members with the support and education they need
to further their own advocacy efforts
#7
Maintain and enhance the diversity of our membership and the Executive Committee
Collaborate and coordinate with other organizations and associations in order to serve
#8
our members more efficiently and effectively
#1
Annual Conference
Awards and Scholarships
Bylaws
Communications/Newsletter
Early Awareness
Electronic Services
VP for Ethnic Awareness
Fiscal Planning
Fund Development
Historical Archives
VP for Legislation
Membership/Volunteer Development
Nominations & Elections
Past President
Policies & Procedures
President
President-Elect
Research/Student Budgets
Secretary
Sector Reps
24
#2
#3
#4
#5
#6
#7
#8
Strategic Planning
VP for Training
Treasurer
Treasurer-Elect
25
APPENDIX D: MEASURES TRACKING TOOL
The Strategic Planning Committee is responsible for ensuring that the Strategic Plan is monitored effectively and that progress is
tracked accurately and consistently. This tool assists in tracking progress toward the Plan’s key measures on an annual basis.
Goal #1
Be a leader in providing training and professional development opportunities that are responsive to members needs
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
a. Training manual completed and in use
No Training Manual
b. Increase in number of training and professional development activities/events
Newcomers’ Session
Winter Training
c. Increase in number of members participating in Association activities/events
Summer Training
Annual Conference
Newcomers’ Session
Winter Training
d. Post-training evaluations indicate improvements in quality and consistency
Summer Training
Annual Conference
Newcomers’ Session
Winter Training
Goal #2:
Maintain the long-term financial stability of the Association
2013-2014
2014-2015
2015-2016
a. Investment Policy Statement monitored/revised and in use
2016-2017
2017-2018
b. Asset reserve is maintained at 18 months average of operating expenses
c. Budget comprised of more diverse sources of revenue
Goal #3:
Assess and monitor the performance of the Association and implement strategic adjustments
2013-2014
2014-2015
2015-2016
2016-2017
a. Improvement in ratings on future Membership Services Survey instruments
2017-2018
b. Strategic Plan complete and guiding Association activities
c. Committees and Officers develop and report on annual goals
Goal #4:
Increase the participation of members in Association activities
2013-2014
2014-2015
2015-2016
a. Increase in number of WFAA members
b. Increase in number of new volunteers serving on committees
c. Increase in number of new Executive Council members
27
2016-2017
2017-2018
Goal #5:
Continually improve methods and processes for communicating with the membership
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
a. Improved ratings on communication-related questions on future Membership Services Survey instruments
b. Increase in percentage of members signed up on social media tools
c. Regularity of newsletter publication and communication from President
d. Increase in number of members applying for scholarships
e. Increase in number of visits to the WFAA website
Goal #6:
Consolidate and communicate the public policy positions of financial aid administrators in Washington State and provide
members with the support and education they need to further their own advocacy efforts
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
a. Improved ratings on advocacy-related questions on future Membership Services Survey instruments
b. Track amount of communication from VP for Legislation on advocacy-related issues
c. Track actions taken by members in response to calls for action (e.g., website hits)
Goal #7:
Maintain and enhance the diversity of our membership and the Executive Council
2013-2014
2014-2015
2015-2016
2016-2017
a. Increase in membership diversity as measured by membership statistics
b. Track number of diversity-related activities conducted each year
28
2017-2018
c. Survey conducted to assess member perceptions of WFAA culture/climate as needed
Goal #8:
Collaborate and coordinate with other organizations and associations in order to serve our members more efficiently and
effectively
2013-2014
2014-2015
2015-2016
2016-2017
2017-2018
a. Committee goals and year-end committee reports show increased collaboration with other associations/organizations
b. Executive Council discusses potential new collaborations at least once per year in its meetings
c. WFAA participates in at least one new collaborative effort each year
29
APPENDIX E:
WFAA MEMBERSHIP SURVEY, WINTER 2013
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
78. Is there anything you would like to add pertaining to any of the above questions, or any additional feedback you
would like to share? If you feel that this survey did not ask an appropriate question or address an issue of
importance to you, please share your thoughts below.
1) WFAA has been very valuable for me, both as a newcomer and a seasoned veteran. I look forward to the annual
conference and the summer institute.
2)
I view these state professional organizations as a way for us to network with colleagues and get valuable training. I was
appalled at the lack of organization and participation in WFAA when I came to this state over 3 years ago. I was excited
when I attended the 1st annual conference, and was ready to volunteer, but was shocked when I couldn't find any
vehicle to offer my services. I introduced myself to several other Directors and asked how I could get on a committee
and was told I needed to find so and so over there and let her know. That's not effective, plus I was knew and had no
46
idea who so and so was. Over the last couple years I have seen a lack of senior leadership within WFAA. I see lower
level counselors and advisors that may or may not have years of experience in financial aid as the key WFAA officers.
This is a shame, and yes I know I'm pointing a finger at myself since I am a Director. Perhaps it is because we are busy
busy busy and find it a daunting task to re-build the WFAA organization on top of our other work.
3)
Thank you for this work and the questions. WFAA is a great organization that can be a voice in the State and an even
better training organization for its constituents.
4)
My job has become untenable and I will be leaving at my earliest opportunity. This situation has influenced my answers
to most of the questions. Sorry.
5)
I had no idea until I received this survey that WFAA still existed. I stopped receiving communications several years ago.
6)
A mentor program for young financial aid professionals would be great. A once a quarter phone call with a director level
professional to discuss career path and coaching would help.
7)
Although many of the programs provided by WFAA are of value to some or perhaps many members in many ways, I
believe that if the organization is planning to re-shape the focus of its' resources, then the primary functions need to be:
Training (at various levels from newbies to experts), Regulatory Updates (communication of state and federal changes in
a very timely manner), Networking (emphasis on sharing best practices)
8)
RECOMMENDATION: IN ORDER FOR ME TO ATTEND TRAINING, IT’S A MUST THAT WFAA IS REQUESTING FOR ME TO
ATTEND AND THAT IT IS A MANDATORY EVENT FOR ME TO ATTEND.
9)
I have only recently moved to Washington within the past year, so I haven't been involved with Washington State
Financial Conferences or trainings.
10) I have only had the opportunity to attend one WFAA training and found it very beneficial. I would like the opportunity to
learn more about WFAA, attend a conference and grow professionally but those opportunities are not currently available
to me.
11) I personally do not know a lot that WFAA does - as there are so many of these types of groups. I would like to gain more
knowledge, but have not been informed of meetings to attend, etc. I do my work and get told to go to conferences when
someone else thinks I need to attend. Thanks - Doreen Harrington - Loan Coordinator - Central Washington University
Financial Aid Office...
12) Better maintenance of the WFAA website. Quarterly newsletter instead of twice a year. WASFAA Membership is
$50/year, Oregon is $25/year. $40 seems excessive in comparison. What are the benefits of membership for my $40?
13) I was very active in past years and would have continued, but my position was eliminated after 14 years, and fortunately,
I had the skills to move to an IT position. I appreciate WFAA and have greatly enjoyed working with everyone. Thank
you for all you do!
14) I wonder how collaborative we are with other community resources that are unique to Washington State (Bill & Melinda
Gates Foundation, College Success Foundation, HB1079 Coalition). I hope as an organization WFAA is reaching out to
these groups as partners in advocacy work, professional growth trainings, early awareness programs/campaigns, and as a
resource to assist with our WFAA annual conference.
15) I wish that the ‘don't know/no opinion” button was separated, I feel like these are important and very different :)
16) I am no longer a member of the organization due to switching jobs.
17) It is important to bring in new employees to help them to develop and grow.
18) I would suggest a shorter survey if possible.
19) I have only a small part in our FA office and often feel out of the loop with FA as a whole. For my small piece of FA, I
have great support from others, but rarely see it served by WFAA. I also wonder if more couldn't be done to incorporate
WSASEA and FAC into the WFAA trainings.
20) Thanks for all of your work!
21) Good survey, thanks!
47
22) Webinars and other virtual training opportunities offered by Dept. of ED and NASFAA are generally covering our training
needs, and in this continued time of strained budgets, they make the most sense. In person conferences are becoming
to cost prohibitive, especially as professional development opportunities can be realized using virtual settings.
Networking with other Washington colleagues is valuable, but given our SFS organizational structure, we are networking
through other professional regional organizations like NICBOA, NWC DIII Athletics, Independent Colleges of Washington,
WSAC, Western Regional Forum of the College Board, Etc.
I understand the challenge WFAA is facing in trying to
define it's best place in the overall professional organization hierarchy. This is all, of course, from the perspective of
someone with a long history at one of the state's private colleges. My survey responses might seem a bit
schizophrenic, but I attempted to respond not just for myself but from the perspective of members of my team.
23) I have a professional degree, not a doctorate, but there was no box to check for that.
24) The development and mentoring of our next leaders in financial aid administration has reached paramount importance. I
appreciate the time and energy past and current WFAA Executive members bring to WFAA. I also know we've struggled
with building a strong volunteer base that is representative of our community (expertise, level of professionalism, gender,
race/ethnicity). I'm sure other states are experiencing similar challenges and may be a good source for ideas on how we
could move forward (i.e., special taskforce/committee, executive membership roles, etc…).
25) I have been an associate member so I am not sure that I should have completed the survey but I did anyway.
26) I would like more CTC trainings at the annual conference.
27) WFAA was a major support during my many years in financial aid and I'm glad to see the school I'm helping out currently
is also reliant on your services. Keep up the good work, and thanks for all your help over the years. I know times are
tough right now but if you stick to your roots (see, I remember the very early days of WFAA when it was just us schools
getting together and sharing with each other), you'll help us all get through this.
48