2026 Annual Business Meeting Spotlights Programs, Strategic Planning

During the Business Meeting at the Annual Conference, ACUI leadership offered members an overview of activities during the past year and an update on what to expect in 2026–27. Topics included implementation of a new strategic plan, completion of a successful fundraising campaign, and an overview of the year’s events and educational programming.

Strategic Plan

The past year’s work involving the 2024–29 strategic plan with its four strategic pillars (advancing the field through education; revitalizing ACUI regions; retaining and growing membership; and advancing active dialogue and civic engagement) was shared and the revised organizational mission, vision, and values statement was reviewed:

• ACUI’s mission is to support college union and student engagement professionals in their service to students and in the advancement of campus community. 
• ACUI’s vision is to advance campus community to positively change the world. 
• The organizational values we see for ACUI are community, inclusion, learning, and innovation. 

Some of the successes tied to implementation of the strategic plan included development of a promotional kit for members to be able to talk about ACUI to others that includes videos, membership resources, and testimonials. ACUI’s regions created a new volunteer structure, and a video was developed encouraging regional pride and the message that “you belong to a region.” Resources for volunteers were enhanced, including shared documents in Google Drive folders and an improved onboarding program. And the Assessment, Evaluation, and Research Program Team is finalizing work on an Active Dialogue Campus Self-Assessment tool. 

Programs & Events

ACUI established a partnership with the National Union of Students Charity in the United Kingdom for its members to become members of ACUI. NUS Charity is a similar organization to ACUI, supporting students’ unions in the United Kingdom. Through this partnership, NUS UK members can access professional development opportunities, including ACUI’s robust online education program, courses, a digital library, and communities of practice. In-person events are also available. This year, ACUI will host a session of I-LEAD® in London, and next year’s Region VIII Conference will be in Limerick, Ireland. A robust welcome campaign, with more than 70 volunteers, connected these new members with long-standing ACUI members to provide an initial connection to
the Association. 

Traditional programs like IPDS and the Student Organizations Institute continue to be successful, in addition to bi-annual programs like the Conference and Events Services Seminar and Facilities and Building Management Seminar. 

The quarterly Bulletin magazine’s “State of the College Union” series continued, with the focus on identifying and analyzing the most pertinent and timely issues. Last year’s articles explored activism and protest, creating welcoming spaces and programs, advancing community through well-being, and effective marketing for revenue generation. Each was followed by a webinar with the authors to dig deeper into the topics. 

Another publication, the “College Union Dynamic,” was completely revised in partnership with the architectural firm AE Works. This second edition represents a comprehensive approach to designing effective college unions that celebrate community and learning.

ACUI also launched the ACUI Training Hub, a library of over 70 micro-courses on a variety of professional-related topics, with most courses being completed in 15 to 30 minutes and 100% self-paced. Participants can learn key components in critical thinking, managing projects effectively, or how to create an operational budget in a quick and easy format.  

Program & Services Review

This past year, in response to DEI limitations from the federal government that have impacted campuses, the Association assigned 15 volunteer and Central Office staff teams to review designated ACUI programs and services that could be at risk. In establishing a framework for the review, the board determined there were three factors to achieve in decision making: 1) holding true to our values, 2) following all applicable legal statutes, and 3) ensuring that barriers do not exist for members participating in ACUI programs. In considering recommendations received, some things changed and many did not. One substantial change in awards and scholarships was made to the MHB Internship. Since the internship falls under U.S. employment non-discrimination laws the internship being limited to graduate students of color is not permissible. The internship is now open to all degree-seeking graduate students enrolled at an ACUI member institution.

Another complicated question was how to best position the DEI Program Team. In recent years, it has become more difficult for some members to volunteer on the committee because of its title and description, due to limitations in place at their campus and/or state. It was decided to change the name of the team to the ACUI Community Program Team and to broaden the scope to allow greater participation. Its purpose is to plan and support programs that allow members to collectively reflect and process current challenges affecting professionals and their campuses, to learn and be exposed to ideas and practices that advance community building on campus, and to encourage curiosity about how the college union and student engagement can best support student success.

Finally, the most challenging issue to examine was how to move forward with the Closing the Gap program. The board considered multiple options, including maintaining the same name and changing the designation of participants from BIPOC professionals to ACUI professionals, as well as ending Closing the Gap as it currently operates and starting a new career mentorship program. Professional development parameters as a result of both federal and state actions complicate the situation, especially in regard to achieving the goals referenced earlier to hold true to our values while also ensuring that barriers to not exist for members participating in ACUI programs. It was decided the program would be paused to further examine the situation over the next year and how to move forward.

Fundraising

Last year, the Association closed out the largest single fundraising campaign in ACUI’s history, raising over $200,000, through the Investing in Our Profession campaign to support the certification program. In addition, the Education and Research Fund Team had great success with other fundraising efforts. The silent auction and additional fundraising activities raised $13,294; the Legacy Leader program raised $18,290; and the Day of Giving from December that recognized the Association’s 111th birthday raised $12,005.

The board also approved $10,000 from the Education and Research Fund to provide financial assistance in supporting members to attend the conference in Pittsburgh. 

Association Finances

Professional development funds are often the first thing cut at colleges and universities during difficult financial times, and the last thing to return. As ACUI’s programs and services focus on professional development, the Association is experiencing significant revenue shortfalls in the operating budget. For example, this year’s Annual Conference had over 200 fewer registered attendees than expected, which translates into $150,000 of direct revenue loss. In reaching out to members who regularly attended in the past, the most common reason for not attending was due to travel restrictions on their campus. While the Association has made incremental gains since navigating the financial challenges from the pandemic, the unexpected challenges this past year that are affecting higher education have created a substantial burden to the Association’s financial success.

With this context, the Association maintains a sound fiscal position. An external firm, Blue & Co., annually audits the Association’s finances, and recently reported that the Association received a clean review of finances for fiscal year 2024. The Association’s current annual operating budget is $4.2 million, with over $500,000 in reserves; and, collectively, the regional funds, Education and Research Fund, and primary ACUI fund total $1.4 million.