The direction of NADOHE is guided by its 2022-2027 Strategic Plan. This plan is the roadmap for all of our activities, and it serves as the framework for which we base all of our decisions — financially, operationally, and otherwise.
The Strategic Plan Committee, a standing committee of the organization, met regularly through fall 2021 and produced a draft strategic plan that was reviewed and approved by the NADOHE Board of Directors in March 2022. You may download the plan here.
The plan outlines three strategic priorities and includes a series of tactics, identified milestones, resources needed, and responsible entities. Strategic priorities include:
To promote NADOHE’s growth and development as an organization, there must be an intentional effort to increase the organization’s membership to reach the various facets of higher education and beyond in the United States and abroad. Since its inception, NADOHE has provided resources for its membership that have been instrumental in shaping the CDO role in higher education in the 21st century. As NADOHE seeks to increase its membership, the organization must also provide resources to assist DEI professionals in operationalizing NADOHE’s standards of professional practice and in leading higher educational institutions and associations toward inclusive excellence. To this end, NADOHE will provide members with (1) professional development activities designed to increase their knowledge of and expertise in fostering inclusive excellence in higher education; and (2) professional support to assist members in attaining educational and career goals.
NADOHE is uniquely positioned to be the key organization sought by those seeking information on DEI policy and best practices impacting post-secondary students, faculty, staff; institutional policies, procedures, and practices; and the broader communities. While not seeking to be involved in politics, NADOHE can play a vital role in shaping legislation impacting higher education and DEI practice in the United States.
NADOHE has been in existence for nearly two decades and it is imperative that the organization intentionally engage in promoting a responsible, inclusive, and sustainable business model. NADOHE’s leadership weighed whether its current structure—which relies heavily on the volunteerism of its Board of Directors—is sustainable. NADOHE must also look at the work of its standing committees as well as consider how to expand and deepen both centralized and decentralized infrastructure. As an organization, NADOHE’s sustainability will be dependent on its ability to work together through a rich tapestry of formal and informal partnerships while continuing to engage in those activities that enhance the organization’s fiscal health and fulfillment of its mission.
NADOHE has greatly increased its marketing and communications in the past five years. Given the organization’s national prominence and its efforts to leverage more effectively its position as the preeminent voice of inclusive excellence in higher education, having a strong strategic marketing and communications plan is essential to NADOHE’s sustainability, future growth, and development. Creating a marketing and communications infrastructure will help NADOHE to better understand its audience and further support the proactive approaches embedded across other strategic goals and priorities outlined in this strategic plan.