Updates and Releases

ACUI Central Office Named a Best Place to Work

The ACUI Central Office was recently named to Bloomington, Indiana’s, list of Best Places to Work, ranking fourth overall out of 30 finalists. The honor coincides with theBest Places to Work Logo celebration of the Central Office’s 50th anniversary this year, as ACUI hired its first staff member in 1968.

“The work our team does benefits students and professionals at higher education institutions around the world. Staff feel aligned with the values espoused by our organization and the impact our work has,” said ACUI Chief Executive Officer John Taylor. “If you can leave work every day knowing that you made a difference working for an organization you respect, why would you work anywhere else?”

The Best Places to Work compared employee and employer ratings and responses on numerous factors. While those who have worked with the professionals at the Central Office may notice the organization’s exceptional work environment, the selection as one of Bloomington’s Best Places to Work has made this more visible to the entire community.

“We work hard to be a good employer,” said Taylor. “For ACUI, that means offering fair and competitive compensation, cultivating a flexible and collegial work environment, and having fun. Celebrations abound at ACUI, as do frequent after-work gatherings that contribute to a sense of camaraderie and family.”

ACUI’s Central Office staff also manage and support a number of other professional organizations that support higher education: the Campus Safety Health and Environmental Management Association, Network for Change and Continuous Innovation, International Association of Campus Law Enforcement Administrators, and Association of University Interior Designers.

This is the inaugural year of Bloomington’s Best Places to Work program, produced in a collaboration between The Herald-Times newspaper, Bloomington Economic Development Corporation, and The Mill coworking and business incubator space.

“Bloomington is a great place, but not all great companies are easy to find,” the program partners said in announcing the winners. “This list helps ensure that those who want to stay in Bloomington know of all the opportunities available to them. It also allows Bloomington to showcase itself to people who want to move here, making it easier for them to find great companies and know their options.”
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2019 Strategic Plan

Strategic Guidepost: Research

ACUI will take a leading role in researching the impact of the college union on campus

We strive for ACUI to become the respected clearinghouse for college union and student activities research, which will assist practitioners in making informed decisions and help higher education leaders articulate the value and impact of the college union.

  • Develop and strengthen partnerships focused on research.
  • Determine how staff and component groups can best use and advance the research agenda, emphasizing the topic of inclusive communities.
  • Enhance existing and develop new structures for the Association to collect and disseminate research, especially research related to inclusive communities.
Strategic Guidepost: Data

ACUI will leverage data to enhance education and delivery of services

As more individuals expect a personalized, customized association experience, ACUI must leverage available data to inform its strategies and business decisions. We will use data intelligence to more effectively explore new markets, enhance services, recruit volunteers, define educational gaps, and create just-in-time content.


  • Determine opportunities to better personalize/customize the ACUI user experience.
  • Develop practices to make ACUI’s data gathering, analysis, and application more effective and efficient.
  • Determine how to better reach international markets amid data privacy concerns.
  • Collect and report data to better understand demographic representation.
Strategic Guidepost: Volunteer and Member Engagement

ACUI will increase the value of engagement for members and volunteers

Member and volunteer engagement are critical predictors of retention and satisfaction. We are committed to understanding members, better meeting their needs, and creating different types of engagement experiences.


  • Learn and document volunteer and member journeys through ACUI.
  • Deepen institutional commitment to ACUI.
  • Leverage structures for networking and professional development, to include communities of identity.
  • Investigate desired engagement experiences among individuals who do not hold ACUI majority identities.
  • Identify opportunities to improve equity in volunteer recruitment and selection processes.
Strategic Guidepost: Active Dialogue

ACUI will advance campus community through active dialogue

We seek, through education, tools, and resources, to position the college union to promote dialogue and understanding among people with different perspectives and to improve humanity through college students’ constructive discourse and interaction.


  • Define the value of active dialogue, in particular, about issues related to diversity, equity, and inclusion.
  • Define and understand the characteristics of a campus that supports active dialogue with an emphasis on issues related to diversity, equity, and inclusion.
  • Curate existing resources and tools related to active dialogue around diversity, equity, and inclusion.