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April 1, 2025 – March 31, 2026
Introduction
In January 2025, the APPA Board of Directors gathered in Fort Worth, TX, for a strategic planning session to shape the organization’s future trajectory. Led by Jeff Shannon, Master Facilitator, the session helped the group define what matters most to APPA’s members, identify key markets, and prioritize the initiatives that will yield the most significant impact. Recognizing that resources are finite, the Board focused on a set of ambitious yet achievable priorities for FY26. These initiatives reflect a shared commitment to innovation, operational excellence, and stronger connections across our educational facilities community.
1. Transform Systems and Technology
APPA’s ability to effectively serve its members depends on the strength and reliability of its core enterprise software systems. Many of these platforms—both member-facing and internal—are due for a significant upgrade to meet modern expectations for performance, ease of use, and data-driven decision-making.
In FY26, APPA will undergo a comprehensive digital transformation:
- A new Association Management System (AMS) will enhance records’ accuracy and improve the user experience.
- A fresh community platform will foster more meaningful member engagement and peer exchange.
- A modern Learning Management System (LMS) will support flexible, scalable professional development opportunities.
Timeline: With a soft launch planned for late summer/early fall and a full rollout by fall or early winter, this transformation will equip APPA to operate with greater agility and better serve its members for years.
2. Implement a Marketing Program
As APPA grows its value proposition, our brand, messaging, and outreach efforts must rise to meet the moment. While word of mouth has long supported our reputation, a comprehensive marketing strategy will ensure our story reaches new audiences and deepens engagement with existing members.
In FY26, APPA will:
- Amplify its voice through a revitalized marketing program in collaboration with Greenough Communications.
- Leverage the expertise of Audrey Sorenson, APPA’s full-time Marketing & Communications Manager.
- Reimagine the organization’s digital presence—including a new website—to better reflect our mission, offerings & value proposition.
- Expand social media and digital outreach to reinforce APPA’s leadership in the educational facilities space.
This strategic marketing push will strengthen APPA’s visibility and extend our influence across the industry.
3. Transition to Remote Work
In a post-pandemic world, flexibility in the workplace is not just a trend—it’s an imperative. To attract and retain a high-performing, mission-driven team, APPA is embracing a fully remote work model. This transition empowers staff to thrive professionally while broadening our ability to recruit talent nationwide.
Key actions for FY26 include:
- Finalizing the sale of APPA’s Alexandria, VA property.
- Investing in collaboration tools and processes that enhance team cohesion and productivity.
- Ensuring all nonprofit compliance requirements are met across jurisdictions.
This move will position APPA as a modern, forward-thinking employer—while maintaining our focus on member service and organizational integrity.
4. Operationalize Professional Development
Peer-led learning is one of APPA’s most valuable assets, setting us apart as a leader in professional development for educational facilities professionals. However, inconsistent processes have, at times, placed a heavy burden on volunteer leaders and limited the scalability of our offerings.
In FY26, APPA will:
- Design and implement a standardized framework for program development and delivery.
- Reduce logistical responsibilities for volunteers, allowing them to focus on content and mentorship.
- Work with APPA U leaders and regional stakeholders to co-create efficient, repeatable content that enhances quality and impact.
This initiative, led by VP of Professional Development Michelle Frederick, will ensure that our learning experiences are consistently excellent, accessible, and mission-aligned.
5. Align APPA, Regions & Chapters
APPA’s strength lies in its interconnected network of regions and chapters—but to maximize that strength, we must work more closely together under a shared strategic vision. FY26 will be the year we take meaningful steps toward deeper alignment, collaboration, and support across all levels of the organization.
This priority will:
- Explore models that enable consistency while honoring local autonomy.
- Identify and share best practices for program delivery, communication, and member engagement.
- Launch a task force to guide the alignment process and develop scalable solutions for long-term success.
By uniting efforts across APPA, regions, and chapters, we will amplify our collective impact and better serve the evolving needs of the educational facilities profession.
