Presidential Perspective: Enhancing our collective brand

Happy Spring! I’m sure different parts of our continent are experiencing spring at different rates, but I’m hoping you’re seeing some promising signs of warmer days and greener plants ahead. Just as animals and plants break out of winter hibernation, we can, too, break out of the shrouds of winter. Longer days of sunshine are enough to brighten my spirits and provide new energy. On a professional front, spring offers a wonderful excuse to reimagine programs and services with a fresh lens or perspective.


Happy Spring! I’m sure different parts of our continent are experiencing spring at different rates, but I’m hoping you’re seeing some promising signs of warmer days and greener plants ahead. Just as animals and plants break out of winter hibernation, we can, too, break out of the shrouds of winter. Longer days of sunshine are enough to brighten my spirits and provide new energy. On a professional front, spring offers a wonderful excuse to reimagine programs and services with a fresh lens or perspective.

On the NACAS front, the volunteer and professional leadership (NACAS board members, committee chairs, regional board presidents and members, and NACAS staff) recently met for several days in Las Vegas to breathe life into the 2015–19 Strategic Plan. The plan was presented at the national conference in Montreal in October after months of engagement and development. In Las Vegas, we committed to many actions that will take us towards achieving the goals of the plan. We reviewed activities that we have been doing to see if and how they can help us move forward. We also challenged ourselves to consider how we can be more relevant to our members and potential members: ancillary and auxiliary services professionals.

The NACAS board, committees, and regional boards will be advancing the nine strategic directions from the strategic plan, which include:

  1. 
Retain, build, and diversify the membership.
  2. 
Develop and provide best-in-class professional development programs for auxiliary service professionals.
  3. Continue to enhance NACAS’ position as the premier association for auxiliary services professionals.
  4. 
Generate and manage financial resources to accomplish goals.
  5. Continue to improve internal operations to fulfill organization mission, achieve goals, and enhance management.
  6. Provide support to the regions.
  7. 
Strengthen the NACAS Education Foundation to enable the funding of programs and services designed to enhance the auxiliary services profession.
  8. Expand participation and execution of Certified Auxiliary Services Professional Program.
  9. Maximize the use of technology to fulfill the strategic direction of the association.

This issue of College Services focuses on marketing and communications relating to both on-campus and for our auxiliary/ancillary services profession as a whole. We as professionals in our field know how critical it is to build and manage a brand on campus. How are we doing on that? When was the last time we each reviewed our objectives or successes? Is it time for a refresh or renewed commitment? The articles and examples in this issue may help inspire the next step.

NACAS contributes to the brand of professional auxiliary/ancillary services as a whole in so many ways, such as through educational and other professional development opportunities, CASP accreditation, and even with this publication. You will notice that the strategic directions all support the enhancement of our professional brand.

Individually, we also have a role to play in the enhancement of this brand of professional auxiliary/ancillary services, through our behavior, our education and commitment to professional development, and our role and contribution on our campuses. Can we do this together? Let’s explore this…

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Kathryn Le Gros, CASP
Kathryn Le Gros was the 2014 - 2015 NACAS President.

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