UCIEP Strategic Priorities

2026-2030

UCIEP is positioned at a pivotal moment for the field of English language program administration. Facing enrollment volatility, shifting program models, and evolving institutional expectations, UCIEP’s strategic priorities focus on strengthening its value proposition, deepening member engagement, and ensuring long-term organizational sustainability. These priorities reflect both immediate needs and forward-looking investments in the association’s leadership role within international education.

UCIEP Intends to...

Increase Visibility

Short-Term Action Items

1. Create a concise, one-page informational flyer to communicate UCIEP’s value to use in promotional efforts.
   1. Add flyer to website.
   2. Print flyer to distribute at 2026 NAFSA.
   3. Send an invitation with flyer to consider membership to prospective members at eligible institutions.
2. Create a plan to highlight UCIEP’s 60th anniversary.
   1. Create an article about UCIEP’s 60th anniversary.
   2. Contact ELPAC members and news providers about publishing an article celebrating UCIEP’s 60th anniversary.
   3. Plan a celebration at existing 2027 events such as TESOL, NAFSA, EnglishUSA, etc.

Long-Term and Ongoing Action Items

1. Create a toolkit that members can use to recruit new members, partners, and sponsors.
   
   1. Encouraging members attending other conferences or events to “spread the word.”
      
2. Research options for consistent advertisements - free and paid - to highlight UCIEP in order to provide added benefits for existing members demonstrating a higher return on investment to prospective members.
   
   1. Conduct a survey to current membership asking if they see a benefit in advertising UCIEP or if they have other ideas they would like to see as added benefits to them.

Reinforce Role in the Field

Short-Term Action Items

1. Broaden engagement to demonstrate our role in the field
   
   1. Make virtual presentations available for anyone interested to attend.
      
      1. Offer at least 1 virtual presentation per year.
         
      2. Create informational slide(s) about UCIEP for the purpose of recruiting members, partners, and sponsors.
         
   2. Explore opening its annual conference to non-members at a differentiated rate, similar to peer organizations such as NAFSA. This approach supports broader field engagement, recruitment, and greater visibility while maintaining value for members.
      
   3. Publish UCIEP-collected information or survey data.
      
      1. Get collective expertise out to non-members - public information, publicize survey data, newsletter or articles, link existing to UCIEP. Highlight directors/members and their articles and/or research or their achievements in their programs.
2. Continue participating in initiatives with English Language Program Advisory Consortia (ELPAC) to collaboratively address current challenges impacting the field
   

Long-Term and Ongoing Action Items

1. Evaluate the organization’s priorities annually in order to stay relevant to address current challenges in the field.
   
   1. Survey the membership to gather challenges affecting them and how UCIEP could assist with solutions. 
      
2. Engage higher-level institutional administrators to strengthen alignment between program leaders and senior administration.
   
   1. Survey or interview higher-level institutional administrators to share strategic perspectives on enrollment, budgeting, and international education priorities.
      
   2. Consider inviting them to participate in UCIEP conferences and events

Strengthen Member Engagement and Community

Short-Term Action Items

1. Increase virtual engagement.
   
   1. Host at least 6 virtual gatherings (e.g. Director Connections) per year.
      
   2. Encourage discussions around relevant topics via listserv and gathering for members (e.g. marketing, enrollment management, delivery models, leadership, current trends/challenges).
2. Create an orientation video to highlight how best to take advantage of UCIEP.
   

Long-Term and Ongoing Action Items

1. Improve attendance at the Annual Conference and Business Meetings.
   
   1. Analyze attendance trends and connect with those who haven’t participated in a while.
      
2. Increase financial support for member participation in the annual conference by soliciting sponsors.
   
   1. Consider decreasing sponsorship costs.
      
   2. Create a list of possible sponsors to solicit.
      
   3. Send an invitation with flyer to potential sponsors

Ensure Financial Sustainability

Short-Term Action Items

1. Involve the presidential stream in UCIEP financial operations and oversight.
   
   1. The central office coordinator and the presidential stream will coordinate to build broader knowledge of the central office functions among the UCIEP board members.
      
   2. The central office will meet with the Presidential stream quarterly to review finances.
      
2. Investigate interest-bearing accounts, investment opportunities, etc.
   
   1. The central office coordinator will investigate options to determine if there are opportunities for low-risk investment of organization funds.
      

Long-Term and Ongoing Action Items

1. Evaluate spending and optimize operations
   
   1. UCIEP will conduct a careful review of expenditures. Options will be assessed to balance financial responsibility, access, and engagement while preserving high-quality professional exchange.
      
2. Explore sponsorship and partnership opportunities
   
   1. To enhance financial stability and programmatic reach, UCIEP will explore strategic sponsorships aligned with its mission and values. These relationships will be evaluated carefully to ensure mutual benefit and preservation of UCIEP’s independence and credibility