STRATEGIC PRIORITY: GROW OPERATIONS
Start Small
Scale Fast
Headline Indicators
Critical Initiatives
Think Big
• List of joint research / expanded membership existing and potential partners
• The Forum has a robust suite of professional development o erings for education abroad professionals. partnerships that result in more projects/resources with the same entity • Forum has multiple partners that fill in gaps or expand the impact of Forum resources and programs • Forum's partnerships span geographic regions • Deeper partnerships result in more projects/resources with the same entity • Forum’s partnerships span new sectors and interest groups that share its mission, vision and values (e.g. high school exchange, graduate and professional exchanges, etc.) • Focus on strategic, robust
• Number and e ectiveness of strategic programs and resources that result from the collaboration of partners
• Understand objectives of each existing or potential partner (joint research, expanded membership) • Identify organizations with whom we might partner outside the US • Set goals for each partnership • Develop a map of existing forum partnerships, their purpose, and their success. • Identify gaps in the partnership map and locate target organizations to fill those gaps (e.g. to partner on joint research or to help The Forum expand its reach)
MISSION-ALIGNED PARTNERSHIPS By 2025, The Forum will have developed partnerships with mission-aligned organizations within the field and outside. The partnerships will support collaboration and maximize the impact of both organizations’ contribution to the field.
• We have new workshops and professional development o erings.
• % of training opportunities that cover early, mid, and senior professionals in the field
• Consider, design and develop a shadowing/mentoring program for early and mid-career professionals (could be short time, 2-3 days) across Forum member institutions • Implement actions recommended by Mid-Career Working Group • Prioritize workshops that need to be refreshed or created • Marketing/Comm plan to engage early and mid-career folks • Utilize program alumni to market to their peers and/or own teams to encourage participation • Provide marketing tools to IR's and other stakeholders to help them market Forum programs and events • Consider strategies to make Forum resources more a ordable to a variety of individuals at member institutions • Utilize virtual platforms to reach more member participants even after face to face is possible • Evaluate past conference content, speakers and trainers and leverage for new workshop content.
MUST-HAVE TRAINING/PROGRAMMING We have a variety of training programs, resources and events that stretch beyond the Standards of Good Practice. Our programs are viewed as a "must have" for professional development of early- and mid-career professionals and for experienced professionals to stay abreast of emerging trends and research.
• We have evaluated our current funding portfolio mix and are exploring new ideas for further funding growth.
• Develop and test new revenue streams • We have identified and pursued 3 revenue streams and funding sources.
• % of operations externally funded • Total funding • % of funding from new sources
• Develop feasibility study to determine new opportunities, resources required, etc.
DIVERSIFY FUNDING FOR FORUM PROGRAMS, SERVICES, AND/OR OPERATIONS
The Forum has new sources of funding and revenue, thus enabling a larger percentage of member fees to be focused on creating benefits/resources that focus on members' successes and engagement which will create pathways for underrepresented groups and members of all kinds.
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