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NACE STRATEGIC PLAN2021-2023
Our Joint VisionTO BE THE CATALYST FOR EXCPEPTIONALISM AND EVOLUTIONFOR CATERING AND EVENT PROFESSIONALSBackground and OverviewIn September 2017, both the NACE and Foundation of NACE (FoN) Boards met to develop NACE’sstrategic vision through 2020 as well as FoN’s complementary strategy to ensure long-termalignment, efficacy, and delivery of value to members. A 2018 implementation plan was activated,and with the installation of a new Executive Director, the NACE Board’s high priority objectivesregarding transparency, member engagement and retention, and a more robust technology platformwere achieved. Concurrently, the Foundation of NACE revised its structure and focus to ensure longterm viability, recognition of donor support, establishment of the value proposition, and investmentgrowth.In Q1 of 2020 as the initial response to the global pandemic began to severely impact the cateringand events industry, actions by the NACE and FoN Boards to address this crisis put some of thefinal year strategic initiatives were reprioritized. A virtual joint session was convened in September2020 to review achievements and determine a go-forward strategy for the next three years. Thiscarried with it an underlying acknowledgement that while the plan would focus on the longer-termvision, the pace of recovery of, first the economy, and then the industry could require multiple coursecorrections. Key in this was an understanding that the overarching theme for the next three yearswould be survival, recovery and a return to growth. With this in the forefront, he objective of the jointsession was to review both organizations’ strategic plans, determine key objectives and supportinginitiatives for 2021 and beyond, identify the strongest opportunities for working toward a commongoal, and provide staff clear direction so that a 2021 operational plans and budgets could bedeveloped for board approval.Both Boards continue to make significant inroads in collaboration, communication, organizationalsustainability, and clarity of NACE’s value proposition. There is ongoing work to be done with regardto diversity and inclusion, recognition and reward for supporters and investors, deeper data captureand analysis to demonstrate the influence and impact of the community, ongoing technologyinvestments, long-term financial stability, and timely relevance when it comes the magnitude of theimpact of COVID-19 on catering and events professionals. The organization has been highly andeffectively responsive to many immediate member and profession needs, and in the short- tomedium-terms of the recovery, will need to continue this focus.The ongoing situation during Q3 2020 necessitated moving the planned in-person joint retreat to ahybrid platform. To ensure the discussion amongst and between the Boards was focused onstrategic development, the organization provided a clear process for advance working groups toexplore, debate, prioritize, and make recommendations for consideration when both Boards wereconvened. Top leadership of both NACE and FoN agreed that the pandemic disruption to theongoing strategic implementation would be best addressed by asking each work group to reviewexisting goals, determine their future relevance and importance, and based on the outcome, createsupporting objectives and initiatives that would best serve NACE and its members. The otherdirective given to the working groups was that a minimum of one of NACE’s strategic pillars beincorporated into each goal and related objectives.The NACE and Foundation of NACE Boards recognize that to optimize opportunities and resourcestheir respective strategic plans should be fully aligned and focused on outcomes. Adequateresourcing remains a chief concern as the overall plans are ambitious in their focus, to serve theimmediate and long-term needs of the members and chapters, to establish a proactive diversity andinclusion strategy, and to find new and expanded revenue streams.
Strategic Pillars
NACE and Foundation AlignmentNACEFoundation of NACE
NACE STRATEGIC GOALS 2021-2023Goal 1 – Essential ResourceIdentify, develop, and offer hyperrelevant education, technology, tools,and expanded expertiseObjectives/StrategiesIncrease diversity and relevance ineducation programs and services. Increase the amount of eventtechnology education offeredIncrease the diverse representationamong NACE content providers /trainers / speakerIdentify and produce relevanteducation as the event industryrecovers and evolvesExpand use of technology to curate,create and distribute tools andresources Develop a strategy for offering hyperrelevant online education for allindustry professionalsCreate online networking and peer-topeer learning opportunitiesContinue to expand the resource poolfor NACE leadersImprove visual content curationGoal 2 – Strong, Vibrant, DiverseCommunityGoal 3 – Strategic, Aligned, Transparent,Sustainable OrganizationDeliver essential programs, products,services, and overall support throughlocal, regional, national, and socialnetworksStrengthen communications,operations, and infrastructure to ensurepositive member interactions and anefficient, sustainable giesGrow and Expand MembershipRefine, expand, & transparentlycommunicate national leadershipopportunities and processes Increase diversity of NACEmembershipFocus recruitment efforts on strongsectors of the economyIncrease focus on non-traditionalmarkets and industriesRe-align membership categoriesincluding Student and Corporate tierstoward their end goal Create and Curate New Online and InPerson CommunitiesEstablish & execute business modelinnovation for current & future financialsustainability & opportunity Develop and launch onlinecommunity/collaboration solutions forall NACE constituenciesCreate new in-person experiences fornetworking and community at all liveeventsCreate content and communityspecific to At-Large and chapterdisengaged communities. Be the premier resource for informationon business recovery, transformation,and professional growth. Expand CPCE recognition beyondNACE membersFully develop and promote the NACECareer CenterDEI focus in governanceDevelop additional and variedpathways to national leadershipIncrease member awareness ofleadership position processes &functionsStrengthen and Grow New andEmerging NACE Chapters Re-imagine student chapter modelsto grow and incorporate better intothe NACE communityChapter best practice training/modeling of budgeting and specialevent planningDevelop opening plan for chapters inareas of greatest diversity anddemandEmbrace untapped revenueopportunities within our current scopeIdentify and pursue new, externalrevenue sourcesImplement an agile and adaptableapproach to budget and investmentstrategyApply financial decision-making lensthat includes evaluating short-termsolutions versus long-term impactsFoster a culture of active stewardship ofNACE’s identity, resources, andstakeholder values Identify and curate alignment withindustry associations/partners fordiverse, mutually beneficial memberresourcesMaintain brand culture in messagingand communicationsFoster and communicate member- &chapter-centric mindsetEngage chapters, leaders & membersin active and consistent valuesalignment
Foundation of NACE 2021-23 Strategic GoalsGoal 1 – Education AdvocateGoal 2 – Community SupportGoal 3 – Financial StrengthDevelop and fund innovative,transformative educational programsand tools that elevate NACE chaptersand membersDevelop, organize and fund innovative,transformative community support andtools that elevate NACE chapters,members, and the industryDevelop and execute an aggressivefundraising plan, including brandingand business development, to supportthe organization’s ctives/StrategiesExpand depth and breadth ofeducational support and tools thatbenefit NACE Chapters and its membersExpand Scholarship and CommunityGrants through EducationDevelop a comprehensive FundraisingPlan to build Endowment Develop and launch a mentorshipprogram for membersDevelop more types of scholarshipsActively promote the CPCE Fast TrackActively promote the Speaker Series tospeakers and chaptersIncrease funding of existing educationalprograms that benefits NACE chaptersand its members Increase internal and external fundingopportunities for:o Additional scholarships (inclnaming) for chapters andmemberso Additional CPCE Fast Trackscholarships for chapters andmemberso Expand the Speaker Series grantprogram to chapterso Experience conference keynotesessionsIncrease collaboration with NACEboard, CLC and committees to expandrelevancy to NACE chapters and itsmembers Add CLC and NACE Committeemembers to join/support FoNeducation committee workCreate new communication channelsbetween all to ensure information,input, and promotional opportunityexchanges for chapters and members Continue current scholarship programincluding Education Scholarship(individual) and Community Grants(chapter-based)Develop additional scholarship types Sustain and strengthen endowmentwith donationsCreate Grant/Loan programs fordistressed chapters and long-termgiving through personal outreachImplement new fundraising planCreate a tiered investment plan forDonorsIncrease collaboration with NACEboard, CLC and committees to expandrelevancy to NACE chapters andmembershipIncrease income from business partners Engage CLC and NACE committeemembers for FoN community supportcommittee workCollaborate with CLC to be directmentorship source for members andchaptersDevelop relationship between FoNFinancial Strength committee andpartners through regularcommunicationDefine the purpose of the Foundationand increase awareness for all chaptersIncrease collaboration with eventindustry as a whole Enlist CLC and NACE committeemembers to join/support FoN focuson pre and post-pandemic industrysupportCreate new CLC/NACEcommunication channels for ongoingsharing of FoN trends/insightsOne-on-one calls with Trustees &Chapter presidentsFON providing CPCE Funding andSpeaker Bureau
In Q1 of 2020 as the initial response to the global pandemic began to severely impact the catering and events industry, actions by the NACE and FoN Boards to address this crisis put some of the final year strategic initiatives were reprioritized. A virtual joint session was convened in September
