South Carolina Association of Student Financial Aid Administrators

Long-Range Plan 2014-19

Statement of Purpose

The Long-Range Plan will review the practices of the South Carolina Association of Student Financial Aid Administrators to determine if they are effectively meeting the mission of the Association. Goals will be established based on the mission statement regarding the advancement of financial aid programs and ethical standards; the training, collaboration and leadership development of members; as well as sound organizational and financial practices to maintain the viability of the Association. Performance indicators and reporting will ensure accountability.

The Long-Range Plan consists of four sections:

  • I.       Organizational Structure
  • A.    By-Laws and Policies & Procedures
  • B.     Board
  • C.     Committees
  • D.    Membership
  • E.     Records
  • II.    Collaboration
  • A.    Communication
  • B.     Collaboration
  • C.     Service
  • III. Professional Development
  • A.    Training
  • B.     Networking
  • C.     Leadership
  • D.    Ethics
  • IV. Finance
  • A.    Integrity
  • B.     Stability

The Long-Range Plan will be reviewed on an annual basis, with the President-Elect bearing primary responsibility. The Long-Range Plan will be updated every five years; the next evaluation will take place in 2018-19.

  • I. Organizational Structure

Goal

Objective

Performance Indicator

  • A.    By-Laws and Policies & Procedures

1.      Ensure that the By-Laws reflect the mission and support the viability of the Association.

Annually review the By-Laws to confirm they uphold the Association's mission and administrative responsibilities.

The Secretary and the President-Elect will review the By-Laws and report to the Executive Board by the winter Board Meeting.

2.        Ensure that the Policies & Procedures, in compliance with the By-Laws, provide consistent direction to efficiently accomplish the business of the Association.

Annually review the Policies & Procedures for accuracy, best practices, and fiscal responsibility. Every five years, review the Policies & Procedures from regional and state associations for comparison.

  • a.       The Secretary and the President-Elect will review the Policies & Procedures and report to the Executive Board by the winter Board Meeting.
  • b.      The Secretary will conduct a review of the previous year’s minutes to ensure all approved policy changes have been incorporated.
  • c.       In the same year as the Long-Range Plan evaluation, the LRP committee will obtain the Policies & Procedures from SASFAA and at least three state associations of financial aid administrators for the President-Elect’s review.
  • B.     Board

1.      Ensure that the Board is structured appropriately to accomplish the goals of the Association.

Annually review the composition and terms of office of the Executive Board; the need for and function of the Standing and Non-Standing committees; and the frequency and structure of Board meetings; for administrative effectiveness, continuity, and leadership development.

The President-Elect and the Past-President will review the structure of the Executive Board, committees, and Board meetings. The President-Elect will incorporate this review into the composition of his/her Board and agenda, and will report to the Executive Board at the Transitional Board meeting.

  • 2.      Ensure a successful transition of leadership for officers and committee chairs.

Annually promote a successful transition of leadership by charging each out-going officer and committee chair to provide an annual written report, and each new officer and committee chair to acknowledge an understanding of the By-Laws, the Long-Range Plan, and the Policies & Procedures related to the budget and his/her office or committee.

The out-going President and President-Elect will oversee the completion of the activities described in the Objective during the Transitional Board Meeting. Each will provide a standardize format for his/her Board.

  • C.    Committees
  • 1.      Ensure that the selection of committee chairs supports the mission of the Association.

Select effective committee chairs while maintaining continuity, promoting the development of future leadership, and providing inclusive and diverse representation.

The President-Elect will select an appropriate mix of experienced and new committee chairs who, to the extent possible, represent the gender, ethnicity and sectors of the Association’s members.

  • 2.      Ensure that committees support the mission of the Association, including the development of future leadership.

Form diverse committees of sufficient size to efficiently carry out their duties in a fiscally responsible manner.

  • a.       Committee chairs will select an appropriate mix of experienced and new committee members who, to the extent possible, represent the gender, ethnicity and sectors of the Association’s members, while honoring, whenever possible, the preferences of the volunteers.
  • b.      Committee chairs will encourage volunteerism and fiscal responsibility by providing opportunities for service that do not require travel.
  • D.    Membership
  • 1.      Ensure that the membership structure supports the mission of the Association and represents the composition of the financial aid administrators in the state.

Increase membership and extend participation to all Title IV-eligible schools in the state. Review membership structure, categories, and potential constituencies every five years.

  • a.       The Member-at-Large will aggressively and creatively seek to increase membership, particularly from under-represented institutions and sectors, and will report to the Executive Board at the spring Board Meeting.
  • b.      Every five years, in the same year as the Long-Range Plan evaluation, the Member-at-Large will coordinate the review listed in the Objective, and will report to the Executive Board at the spring Board Meeting.    
  • 2.      Ensure that the Association, to the best of its ability and resources, meets the needs of the membership.

Survey the membership at least every five years to measure satisfaction and solicit suggestions.

The Member-at-Large, with the approval or at the direction of the Executive Board, will survey the membership to measure satisfaction and solicit suggestions. The survey will be conducted at a minimum in the year of the Long-Range Plan evaluation.

  • E.     Records
  • 1.      Ensure that the records for the Association are securely maintained.

Annually review the maintenance of the Association’s archives for safety, security and accessibility. Annually compile and archive a complete, concise and orderly set of records.  

  • a.       The Secretary and the President will annually inspect the archives.
  • b.      The President will charge each out-going officer and committee chair to provide an annual written and electronic report at the Transitional Board Meeting.
  • c.       The Secretary will annually compile and archive a complete, concise and orderly set of records.
  • II.    Collaboration

Goal

Objective

Performance Indicator

  • A.    Communications
  • 1.      Ensure that information relevant to the mission of the Association and the advancement of student financial aid and its administration is efficiently disseminated to the membership.

Annually review the methods, frequency, quality, timeliness and cost effectiveness of communication. Explore the latest methods based on changes in technology and culture.

  • a.       The appropriate committee chairs (as appointed, such as the Communications Chair and Electronic Services Chair) will annually review communication strategies and will report to the Board.
  • b.      The membership survey (see I.D.2.) will include a question regarding the effectiveness of communication.
  • 2.      Ensure that information relevant to the mission of the Association and the advancement of student financial and its administration aid is readily available to members and prospective members.

Annually review the content and accessibility of the website and the newsletter/weblog (currently the blog The SCASFAA Scoop) to ensure the availability of a complete events calendar, minutes and financial reports, links to resources and other information valuable to the membership.

  • a.       The appropriate committee chairs (as appointed, such as the Communications Chair and Electronic Services Chair) will annually review the website and blog and will report to the Board.
  • b.      The membership survey (see I.D.2.) will include a question regarding the effectiveness of the website and blog.
  • B.     Collaboration
  • 1.      Ensure that the Association encourages collaboration between members, institutions, agencies and the government for the advancement of student financial aid and its administration.

On an ongoing basis, provide opportunities for collaboration through both informal interactions and formal activities such as inter-association exchanges, advisory committees, and legislative advocacy.

  • a.       The President and appropriate Committee Chairs will improve and maintain collaborative relationships with CHE, SCTGC, CACRAO, and other state and regional associations and agencies.
  • b.      The Professional Development Chair and the Conference Program Chair will incorporate collaborative activities in professional development programs.
  • c.       The appropriate committee chairs (as appointed, such as the Communications Chair and Electronic Services Chair) will provide opportunities for input from the membership in the form of social media commentary, blog submissions, and other platforms as developed.
  • 2.      Ensure that the membership is apprised of legislative issues affecting student financial aid.

Continually apprise the membership of state and federal legislation and issues affecting higher education and student financial aid.

The Legislative Relations Chair will stay abreast of state and federal legislative issues and notify the membership in a timely and systematic manner.

  • C.    Service
  • 1.      Ensure that the Association advocates positions that benefit the advancement of student financial aid and its administration.

On an ongoing basis, advocate positions that advance student financial aid, when a reasonable consensus exists, and encourage responsible and appropriate involvement by the membership.

  • a.       The President and Legislative Relations Chair will coordinate legislative contacts and op-ed opinions, as warranted, with the approval of the Board.
  • b.      The Professional Development Chair and/or the Conference Program Chair will provide a professional development activity at least every five years (in years xxx5 and xxx0 if not offered otherwise) on understanding and influencing the legislative process.
  • 2.      Ensure that the Association promotes awareness of and planning for post-secondary education.

Annually conduct outreach activities in schools and the community; enhance and supplement efforts by members and institutions; and actively cultivate a service-oriented culture promoting access to higher education.

The appropriate committee chairs (as appointed, such as the Consumer Relations Chair and Counselor Relations Chair) will coordinate and/or support outreach activities that benefit students and families.

  • 3.      Ensure that the Association is recognized as a leader in the advancement of student financial aid.

Annually identify contacts in government, organizations and agencies related to higher education; apprise them of the Association’s mission; and offer to provide guidance on student financial aid issues.

The President-Elect will communicate with selected contacts prior to or near the beginning of his/her term as President.

  • III.    Professional Development

Goal

Objective

Performance Indicator

  • A.    Training
  • 1.      Ensure that the Association provides quality training to enhance the knowledge and competency of the membership.

Provide relevant, engaging and cost-effective professional development opportunities that cover basic financial aid knowledge and framework, current issues, new technology, and advanced training.

The Professional Development Chair and the Conference Program Chair will provide high-quality training at annual workshops and conference sessions, integrating observations from evaluations and membership surveys (see I.D.2.).

  • 2.      Ensure that the Association’s professional development program encourages participation by addressing the needs and interests of all members.

Provide a variety of training based on experience level, responsibility level, and institution type, as well as an appropriate mix of regulatory, technical, human relations, and personal development topics.

  • a.       The Professional Development Chair and the Conference Program Chair will solicit feedback from the membership by requesting evaluations at each professional development activity, and will report the results to the Executive Board by the end of the year.
  • b.      The membership survey (see I.D.2.) will include a question regarding the training needs of the members.
  • B.     Networking
  • 1.      Ensure that the Association provides opportunities for networking to promote collaboration.

Provide opportunities for fellowship to encourage members to meet peers and mentors, share information, and seek mutual support.

The Professional Development Chair, the Conference Program Chair, and the Membership Chair will provide structured and informal networking opportunities through activities such as team-building exercises, new member recognition, entertainment and recreation.

  • C.    Leadership
  • 1.      Ensure that the Association provides opportunities for development to members with leadership aspirations and capabilities.  

Encourage volunteerism, recognize outstanding performance, provide professional development opportunities, and share the Association’s history and traditions with newcomers.

  • a.       The Professional Development Chair and the Conference Program Chair will include leadership training in professional development activities.
  • b.      All committee chairs will encourage participation of members and nurture emerging leaders.
  • 2.      Ensure that the Association provides opportunities for continued participation to experienced members.  

Offer opportunities for experienced aid administrators to instruct, mentor, and continue to grow in leadership and management skills.

  • a.       The Professional Development Chair and the Conference Program Chair will recruit experienced members to conduct leadership training.
  • b.      The Professional Development Chair and the Conference Program Chair will periodically offer professional development opportunities designed specifically for seasoned administrators.
  • D.    Ethics
  • 1.      Ensure that the Association promotes ethical standards and best practices.

Promote ethical standards and best practices by educating the membership regarding the Association’s Code of Practices and Statement of Ethical Behavior.

The appropriate committee chairs (as appointed, such as the Communications Chair and Electronic Services Chair) will annually publicize the Code of Practices and the Statement of Ethical Behavior.

  • IV.    Finance

Goal

Objective

Performance Indicator

  • A.    Integrity
  • 1.      Ensure that the Association maintains fiscal integrity in its operations.

Annually review the Guide to Financial Management and Office of Treasurer and evaluate the Association’s adherence to its policies, including budget preparation, the annual financial review, and year-end reporting to the Board. Provide financial training at the Transitional Board Meeting.

  • a.       The Budget Committee and the Financial Planning Committee (if appointed) will annually review the Guide to Financial Management and the Office of Treasurer.
  • b.      The President-Elect and Treasurer will coordinate financial training at the Transitional Board Meeting.
  • B.     Stability
  • 1.      Ensure that the Association maintains future financial stability.

Annually assess the appropriateness of membership dues, registration fees and sponsorship levels. Annually analyze the maintenance of the reserve fund; review outstanding contractual obligations; and determine cash balance carry forward. 

  • a.       The Budget Committee, the Financial Planning Committee (if appointed), and Sponsorship Committee (if appointed) will annually assess dues, fees and sponsorship levels, and make recommendations to the Executive Board.
  • b.      The Budget Committee will conduct a financial analysis and report, through the Treasurer, to the Executive Board at each meeting.




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