CANADIAN ASSOCIATION OF COLLEGE AND UNIVERSITY STUDENT SERVICES L ASSOCIATION DES SERVICES AUX ÉTUDIANTS DES UNIVERSITÉS ET COLLÈGES DU CANADA

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2 CACUSS Identity Project launched in 2010 intended to update and build on the 1989 document The Mission of Student Services and the 1999 Statement of Guiding Principles Leaders in Learning: Student Affairs in Canada in the 21st Century & Implications for the Canadian Association of College and University Student Services (June 2011) What we learned published in May 2012

3 There is broad support for CACUSS to invest in the creation of a research and assessment program at the national level CACUSS members are looking for opportunities to engage beyond the conference CACUSS should invest cautiously in advocacy starting with strategic partnerships.

4 CACUSS should play a role in defining and articulating professional competencies CACUSS can continue to emphasize a Canadian approach but should support regional infrastructure. CACUSS should rethink the divisions in favour of a network structure giving members multiple opportunities to engage..

5 CACUSS Communities Leadership Educators And Resource Network (LEARN). Mental Health and Well-Being in Postsecondary Education strategy. Central and Administrative Resources Executive Director (ED) for CACUSS. Strengthened administrative and member services, support for our annual conference and enhanced website and information technology.

6 Finance Committee Representation from all divisions of CACUSS along with general membership Develop strategies to maximize our collective resources to advance the work of the association, oversee budget processes, and recommend a budget to the CACUSS Board.

7 National Program Committee charged with building on successes of the annual CACUSS conference by enhancing how knowledge is assessed in a transparent, fair, and rigorous manner for inclusion in the program. blind review process, established a rubric for assessment, and introduced new and varied options for presentation delivery.

8 CACUSS 2012 Strategic Plan Professional development Research outcomes Inclusive membership Organizational development Advocacy and influence Knowledge source/resource

9 New Committee Development Communications and Consultation Models and Decision Making Keeping it Going

10 Robust, flexible Professional Communities of Practice Support the professional development of our members Advance the work of our profession Create and foster networks and community

11 Strategic Board of Directors Responsible for setting the strategic direction of the organization Oversees the financial and administrative activities of the organization Strong central administrative structures and services to support the work of our organization

12 This is only the beginning. Next Steps: Collate and summarize the feedback we have received from you during the conference and post it on the website. Continue and expand the consultation process National call for volunteers for the 3 core committees