Executive Summary
The Association for International Credential Evaluation Professionals (TAICEP) conducted strategic planning on 5 September 2017 in Rome, Italy, in conjunction with their third annual meeting. With input from TAICEP members via the member survey, leaders of the association identified three goals that will provide focus for association growth and development in the years ahead. These are:
- Certificate Program
- By the end of 2019, have in place the Foundation Certificate and at least 3 subject-specific certificates to meet the needs of TAICEP members at all levels
- Professional Development
- By the end of 2019, offer a comprehensive package of professional development programs that supports TAICEP members at all levels
- Finances
- By the end of 2019, support the continued development of the Certificate Program, professional development and other programs, and maintain fiscal responsibility through a variety of revenue streams such as the annual conference, sponsorship, and program fees.
TAICEP will continue to serve its members as they contribute to the world community by doing work that supports the movement of people across borders for educational, commercial and personal reasons, building a stronger and better world.
Introduction
The Association for International Credential Evaluation Professionals (TAICEP) was incorporated in 2013. In the relatively short span of time from incorporation until now, our association has grown and contributed to our field at an impressive pace. Official membership has topped 200, we represent over 15 countries and have held three successful international conferences. We have provided resources and training to people who do the important work of international credential assessment.
In order to meet the needs of our membership and continue to contribute to the world community by doing work that supports the movement of people across borders for educational, commercial and personal reasons, we need to plan. In September 2017 we completed a comprehensive process that resulted in this plan that will set the strategic direction of the organization in the years ahead.
Process
The strategic planning process included the following:
Stakeholder input and information gathering: In order to understand the needs and goals of the association members and to review the association’s position in the international education environment, we collected data. We surveyed the TAICEP membership, all current TAICEP leaders, and all candidates for elected TAICEP positions. We gathered data on the current state of our association, on our external environment, and the international education community in which our members do their work.
Analysis of issues and trends by association leaders: TAICEP leaders and leader candidates met for an all-day retreat as part of the third annual meeting in Rome. At the meeting we reviewed our mission and operational principles, financial condition and accomplishments. Leaders reviewed member survey results, committee priorities and issues facing the association. An environmental scan and SWOT (strengths, weaknesses, opportunities and threats) analysis provided a context for our future direction.
Areas of Focus
After sifting through all the data, discussion and analysis, the group identified three major areas of focus. These, along with overarching goals, are:
- Certificate Program
- By the end of 2019, have in place the Foundation Certificate and at least three subject-specific certificates to meet the needs of TAICEP members at all levels
- Professional Development
- By the end of 2019, offer a comprehensive package of professional development programs that supports TAICEP members at all levels
- Finances
- By the end of 2019, support the continued development of the Certificate Program, professional development and other programs, and maintain fiscal responsibility through a variety of revenue streams such as the annual conference, sponsorship, and program fees.
Next Steps
Next steps in implementing the strategic plan include:
Setting priorities and identifying organizational goals: The three areas of focus will help the association set priorities and used resources wisely to achieve goals.
Setting committee goals – Committee chairs will use the three areas of focus to help them develop committee action plans.
Managing performance: Association leaders will set up systems of accountability and communication to ensure that goals are met and results are communicated to TAICEP members.
Summary
The strategic planning process was successful due to the active participation of TAICEP members and leaders. A great deal of thoughtful detail and input by members not included in this report, but nonetheless recorded and noted, will help to guide leaders in their work. Continued input and volunteer contributions by many members have and will continue to make TAICEP a successful association. The strategic plan will help us remain focused on the needs and wishes of membership.
Notes:
Those attending the strategic planning retreat included current leaders and 2018 leader candidates (Board and Committee Chairs): Christopher Adams, Cloud Bai-Yun, Jeanie Bell, Denise Benz, LesLee Eicher Clauson, Kate Freeman, Diana Hense, Rolf Lofstad, Shereen Mir-Jabbar, Lou Nunes, Margit Schatzman, and Jessica Stannard
Leaders unable to attend, but who contributed to the preparation and success of the strategic planning process include David Haynes, Marshall Houserman, George Kacenga, Ken Warren, and Robert Prather (Executive Director).
Inside this edition:
President’s Welcome: November 2017 Newsletter
Committee Updates: November 2017 Newsletter
Education and Licensure of Health Care Professionals in the USA: November 2017 Newsletter
International Secondary Schools: Whose Education System Is it, Anyway? November 2017 Newsletter
Memoriam to Sandy Gault: November 2017 Newsletter
TAICEP Elections: November 2017 Newsletter
TAICEP News: November 2017 Newsletter
Add to Your Library: November 2017 Newsletter
Recent TAICEP Events: November 2017 Newsletter
Upcoming TAICEP Events: November 2017 Newsletter