NACAS State of The Association

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NACAS State of The Association
February, 2009
Patty Eldred President
Dr. Bob Hassmiller, CAE Chief Executive Officer

• The Connections That Count

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NACAS Represents an Important Mission

• NACAS serves as a resource for all areas of
  non-academic campus support
• We include bookstores, food services, student
  housing, student centers, conference services,
  recreation services, child care, communications,
  concessions, laundry, transportation, parking,
  printing copying, mail, purchasing, retail,
  campus cards, technology, and more

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Impact of AS Highlights

• Improve student and employee success and
  diversity
• Attract and retain students
• Generate over 40 billion in revenues
• Increase revenues to colleges at a 16 annualized
  rate from 2002 to 2005 DOE reports
• Make up over 7 of college revenue
• Increase impact on budget when state federal
  budget funds fall
• Risk management of the institution

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NACAS Facts and Figures

• Revenue Generated By Auxiliary Services
• Public 4 year and 2 year institutions
• 28.8 billion
• 7.4 of total institutional revenue
• Private 4 year and 2 year institutions
• 11 billion
• 7.7 of total institutional revenue
• Data source 2005 IPEDS, US Dept. of Education
  (most current source available)
• Includes intercollegiate athletics (some
  athletics concession and management revenue is
  generated by Auxiliary Services)

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Major Areas Impacting Auxiliaries

• Tremendous Budget Impact after 10/2008
• Efficient and effective operations (both self-op
  and outsourced/privatized)
• Customer/student service (quality value)
• Social responsibility as a central operational
  theme
• Professional Development, technology and distance
  learning
• Accountability conflicts of interest

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Major 2008 Goals

• Increase institutional business partners
  members Yes, 2nd highest ever for BPs 2nd
  successive increase for instit. mem. after eight
  years of decline
• Implement additional management institutes,
  continue diverse education programs, tactical
  decisions for the future of NACAS education Yes
• Implement and extend the results of the strategic
  planning effort Yes, expanded efforts needed
• Improve Website and Listserve Yes, set basis
• Repurpose social responsibility effort Yes,
  integrated into strategic plan More to do.

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Major 2008 Goals (Continued)

• Continue to raise awareness of the value of
  auxiliary services at institutions and in higher
  education community -- Yes, but more to be done
• Continue to improve national/regional
  relationships Yes, need to revisit efforts
• Continue to implement revised resource library
  and web/social networking design Yes, but more
  to be done
• Continue strict financial management Yes

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Historical Membership Data 2000 - 2008
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Institutional Membership Data
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Business Partner Member Data
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Participation in NACAS Professional Development
565
560
543
Note The 2004 through 2008 numbers do not
include the number of additional participants
viewing web conferences, just the logins sold.
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Professional Development 2008 Accomplishments
2009 Preview

• Expanded Institute for Managers offered IFM1
  at University of Virginia for third time
• Redesigned Advanced Leadership Academy. First
  session offered in 2009
• First time that the IFM1 has been offered four
  times to a diverse membership
• New social networking network and library
  established content includes updated RFPs,
  College Services articles, customer service
  surveys, position descriptions, and handouts from
  2007 and 2008 Annual Conference
• Continued responsive webcast programs Short
  courses On-campus workshops

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Professional Development 2008 Accomplishments
2009 Preview (continued)

• Focus on Sustainability in Auxiliary Services.
• NACAS leads way with Auxiliary Services questions
  in the National Survey on Student Engagement to
  measure the value of AS to student success.
• NACAS shares courses with both ACUI and NACCU.
  Also works with NACUBO in 2009 for more
  cooperative coursework.

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The First Institute for Managers 2
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Third Time 2008 IFM1Just completed Fourth IFM1
in 2009
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Conference Data
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Future NACAS Annual Conference Sites

• Hilton Hawaiian Village, Honolulu, HI
• 2010 The Broadmoor, Colorado Springs, CO
• 2011 Rosen Shingle Creek, Orlando, FL
• 2012 Palais des congres de Montreal, Montreal,
  Quebec, Canada

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College Services Magazine

• Made the difficult outsourcing decision
• Maintained Quality
• Promoting Unity Through Diversity
• Emphasis on Sustainability
• Advertising declined over 50,000 (31) in 2008
• Found new partner in Naylor
• Reduced 2009 issues to four per year until
  recession is over

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Additional Publications

• NQ provides timely personal interest
  information
• On-line Buyers Guide established
• Naylor will make NQ a more substantive on-line
  communication tool.
• On-line buyers guide for 2009

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Committee Chair Council

• Awards Connie Davis
• Business Partners Eric Monday
• Communication Services Randy Hedge
• Membership Margarida Vieira
• Professional Development Kim Berry
• Social Responsibility A. Ramon Garcia
• Marketing Task Force Cheryl Crouch
• 2009 Annual Conference Charlie Salas
• 2010 Annual Conference Jeff Davis

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Regional Leadership
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Common Regional Goals

• Increase membership
• Increase communication between Regional Boards
  national standing committee members
• Regional Strategic Planning
• Notify membership early regarding regional
  conference activities
• Increase regional member support
• Determine how to manage funds
• Cooperate with Ed Foundation regarding support
  and disbursement of funds

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Statement of Activities
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History of Activities
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Foundation 2008 Successes

• Profitable silent auction and Texas Holdem
  fundraiser
• Ladson Fund regional scholarship funds awarded
• Leadership Award and Leaders Future Fund
  initiated
• Sponsorship of the Management Institute
• Funded social networking software
• Increased donor renewals participation
• Net assets of more than 180,000 of which
  105,000 are in long-term investments
• Encouraging transformational efforts

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Foundation Statement of Activities
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Foundation History of Activities
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Foundation Net Assets
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NACAS Foundation Combined Net Assets
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Transformational IdeasPreparing for our Future

• Cyber-NACAS use cutting edge technology most
  often used by our students and younger
  professionals at member institutions.
  Cyber-NACAS holds the promise of taking our best
  ideas and putting them together electronically. 
  Most of what we can do now can also be done
  electronically. 
• Information-NACAS become the touchstone of data
  and investigation into the efficient and
  effective operations of our colleges and
  universities. Professionals need information and
  need it now.  Information-NACAS holds the promise
  of being your best resource for the job that you
  do.

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Transformational Ideas, cont.

• Educational-NACAS leverage our existing
  professional development efforts into programs
  available right at your desk, your education
  could be developed in hours or days once a need
  is identified.  Further, adding academic tracks
  to existing college and university programs to
  actually educate existing students on the unique
  professional opportunities in auxiliary services.
• Socially Responsible-NACAS leveraging our
  existing values and strengths to better build an
  association and auxiliaries that are diverse,
  sustainable, globally aware, and infused with the
  best ideals of social fairness and equity
  throughout everything that we do.

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Transformational Ideas, cont.

• NACAS Business Marketplace leverage our great
  relations and the knowledge base of our Business
  Partners. This on-line marketplace would allow
  institutions and businesses to mix and discuss
  college needs among themselves. 
• Strategic-NACAS move beyond our existing
  strategic systems to become a model of the best
  use of strategy formulation, control and
  assessment among associations and within
  auxiliary services.

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NACAS 2009 Goals

• Work within the severe constraints of the current
  recession
• Re-examine reduced staff and needed
  mission-oriented responsibilities
• Continue recruitment campaigns for institutional
  members
• Greater integration of business partners as
  content experts
• Be more purposeful in identifying and measuring
  our goals and objectives
• Offer Advanced Leadership Academy Add
  significant sustainability and social
  responsibility efforts
• Much greater improvement in Cyber-NACAS
  implementation of social networking software

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Thank You!We are ALL members of the Team!
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In Summary

• Many huge successes somewhat overshadowed by a
  severe recession and a conference in Hawaii
• We are thinking strategically
• 2009 continues marketing and membership efforts
• How can we transform auxiliary services and
  NACAS?