September 2026
EXCHANGE CONNECT • COLLABORATE • ADVANCE
ERAPPA 2026 Providence, Rhode Island ERAPPA 2026 will take place in Providence, Rhode Island, marking ERAPPA's 75th Annual Meeting and coinciding with the 250th anniversary of the American Revolution and the Declaration of Independence. The conference theme, "Revolutionary Ideas," highlights both the historic significance of the host city and the need for innovative leadership in educational facilities management.
NEWS & UPDATES CHAPTER NEWS
MEMBER NEWS
ERAPPA UPDATE
NNEAPPA, OCAPPA, SNEAPPA.
2026 Elections, Bylaws update, ERAPPA Strategic Plan 2026-2029
ERAPPA Presidents message,
CONNECT YOUR STORY BELONGS IN THE ERAPPA EXCHANGE Member Professional engagement, development, committees, training, networking, and chapter activities. certifications, All Chapters submit your storiesand to resources. vptc@erappa.org
ERAPPA | Eastern Region of APPA | Supporting Facilities Professionals
https://www.erappa.org/
LEAD
Leadership opportunities, best practices, and innovations in facilities.
August 2026 – ERAPPA Exchange Newsletter President’s Message As we begin the next chapter of ERAPPA’s growth, I am excited to share the launch of our Strategic Plan Roadmap, a milestone that reflects the dedication, collaboration, and vision of volunteers from across our association. This journey began in Fall 2025 with the formation of a robust Strategic Planning Committee. Over the course of several months, this dedicated group worked tirelessly to gather input, evaluate opportunities, and develop a draft strategic plan that would help guide ERAPPA into the future. Their efforts culminated in the approval of the Strategic Plan by the ERAPPA Board in late Winter 2026. The work did not stop there. During our 2026 Mid-Year Meeting, the Strategic Planning Committee partnered with ERAPPA’s committees to transform the strategic plan into an actionable roadmap. Through collaborative discussions and working sessions, committee leaders identified initiatives, priorities, and measurable outcomes that align with our strategic goals and position ERAPPA for continued success. The resulting roadmap provides a clear path forward, focused on strengthening member engagement, advancing professional development, enhancing organizational effectiveness, and ensuring ERAPPA remains a premier resource for facilities professionals throughout the region. It also creates accountability by defining the work that will move our organization from vision to action. To keep our members informed and engaged, we have created a dedicated Strategic Planning section on the ERAPPA website. There, you can explore the full Strategic Plan, and review the roadmap. Visit the Strategic Planning web page: https://www.erappa.org/erappas-strategic-planning/ Thank you to the Strategic Planning Committee, our committee leaders, the Board of Directors, and all members who have contributed their time, expertise, and passion throughout this process. Together, we are building a stronger ERAPPA and creating a road map that will guide our association for years to come.
Mary Grube President, ERAPPA
SNEAPPA Spring Meeting Explores Innovation in Campus Facilities Management The Southern New England Chapter of APPA (SNEAPPA) held its Spring Meeting on April 16, 2026, at Connecticut College in New London, Connecticut. The event brought together facilities professionals and industry leaders to explore innovative strategies shaping modern academic campuses through three dynamic educational sessions. The program opened with "Open-Heart Surgery on an Awake Patient," presented by Josh Sylvester and Aaron Kreuger from Consigli Construction Co. Using Connecticut College projects as case studies, the session examined the complexities of renovating occupied academic buildings. Attendees learned practical strategies for balancing construction progress with campus operations, including smart phasing, disruption mitigation techniques, and the "Four Pillars" of occupied renovation: phasing strategy, physical barrier management, stakeholder communication, and safety compliance. The second session, "Rethinking Pedestrian Design & Campus Movement," featured Kaki Martin from Klopfer Martin Design Group alongside Steve O'Neill and Rod Szwelicki from VHB. The presentation addressed the "Parking Paradox" and explored how campuses can shift from car-dominated layouts to walkable, multimodal ecosystems. Topics included universal design principles, stormwater management integration, and strategies for creating safer, more sustainable campus environments. The final session, "From Spreadsheet to Strategy," was presented by Tom Arcari and Erin Benken from Quisenberry Arcari Malik. This presentation demonstrated how Connecticut College transformed its Facilities Condition Assessment from a static maintenance report into a dynamic strategic tool. Attendees gained insights into data visualization, crossfunctional collaboration, and scenario planning to secure leadership buy-in and align capital planning with institutional missions. The meeting provided attendees with actionable strategies for managing complex projects, designing resilient campus spaces, and leveraging data for long-term institutional success.
Submitted by Thomas Mann SNEAPPA, ERAPPA T&C Committee
Members of the NNEAPPA Emeritus group held their semi-annual lunch at DeMillo’s restaurant in Portland, Maine on June 3, 2026. At the spring lunch were the following Emeriti and spouses (from left to right); Bob Lawrence, Jane Johnson, Bob Bertram, Bob “Beetle” Bailey, Anita Bailey, Jessica Picard (current Chapter Past President), Bill Johnson, Guy Eaton, and Sally Lawrence
Submitted By Billy Gagnon, NNEAPPA, ERAPPA T&C Committee
Beyond Buildings: How Indigenous Art and Storytelling Are Shaping Confederation College’s Campus From the moment you arrive at Confederation College, you are welcomed by Anishinaabe stories and Indigenous artwork woven throughout the campus. Found in entrances, classrooms, gathering spaces, student residences, and outdoor areas, these pieces create opportunities for learning, reflection, connection, and belonging for students, employees, visitors, and the broader campus community.
This transformation has been made possible through the efforts of Indigenous artists, community partners, donors, Facilities Services, and the Negahneewin office. Together, these partners have helped bring Indigenous culture, knowledge, and storytelling into the built environment in ways that support Confederation College’s ongoing commitment to reconciliation through its Indigenous Reconciliation Action Plan.
“Facilities projects have the potential to be more than maintenance or renewal initiatives—they can become opportunities to share Indigenous stories, knowledge, and culture through the spaces we create,” says Robin Gould, Director of Facilities Services at Confederation College. “Working alongside the Negahneewin team, Indigenous artists, and the broader campus community, we are creating environments that foster learning, connection, and belonging while helping our own team grow in understanding and appreciation of Indigenous perspectives.”
Across campus, each piece offers its own story while contributing to a larger shared expression of place, identity, and reconciliation. At the main campus building, visitors are welcomed by the newly installed Negahneewin logo, which depicts a canoe being paddled toward the sun and represents the College helping lead the way in reconciliation. The 40-foot metal sign was manufactured over the past year by Confederation College students, bringing student skill and learning directly into the campus environment.
Inside the main foyer, an 18-panel mural by Ryan Pooman offers a breathtaking interpretation of the Anishinaabe Creation Story. Above the entry doors, a canoe installation was constructed and artistically finished by Indigenous students under the guidance of artist and STEM pilot program leader Alicha Brink, combining traditional skills with applied STEM learning. Ryan Pooman’s newest mural on campus, Home, is located in the Sibley residence entrance. The piece was created to help students feel at home, away from home, as they begin their educational journey.
In a recently completed Indigenous classroom, Christian Chapman’s canvas mural, Knowledge Garden, has helped transform the space. The work reflects the importance of storytelling, cultural knowledge, and the continued sharing of teachings within learning environments. The Indigenous Student Centre, APIWIN, meaning “a place to sit” in Anishinaabemowin, features Jackie Traverse’s mural and floral entry pattern, Mama’s Pride. The piece shares the story of the courage it takes for Indigenous students to pursue post-secondary education. Within the space, Jackie also created the full-wall mural Morning Star, with the support of students and staff. The mural reminds us to give thanks for a new day, the rising sun, and the light that shines on us all.
Indigenous visual storytelling is also reflected in the floral designs of Shannon and Ryan Gustafson, which appear throughout campus on clothing, promotional materials, and publications. Confederation College is honoured to work with local Indigenous artists whose traditional Anishinaabe imagery continues to enrich the campus experience.
In the summer of 2025, an exterior art installation was completed in collaboration with Tourism Thunder Bay. Artist Elliott Doxtater-Wynn created a vibrant piece representing the spirits of water and Earth, Nipinidoo and Nshkagamikwe Kwe, surrounding people coming together through education, knowledge, and peace. Positioned at the west entrance to the College’s main building, the artwork reinforces the connection between people, place, and Indigenous ways of knowing while welcoming everyone who arrives on campus.
Confederation College continues to enhance its outdoor spaces in ways that promote health, well-being, recreation, and cultural learning. One example is the campus nine-hole disc golf course, which features tee pads with artwork by former Confederation College student Kayla Esquega depicting the Seven Grandfather Teachings.
These installations complement other campus initiatives, including Anwebiiwining, Confederation College’s award-winning outdoor classroom. Together, they demonstrate how campus planning, landscape design, public art, and facilities renewal can work together to create spaces that reflect institutional values and support reconciliation in tangible ways. Since being featured in a previous OCAPPA spotlight, Anwebiiwining has received the 2026 Small-Scale Public Landscape National Design Award of Excellence from the Canadian Society of Landscape Architects. https://www.csla-aapc.ca/awards-atlas/anwebiiwining
As Confederation College continues its reconciliation journey, the Facilities Services team is committed to advancing this work through campus revitalization projects. This means intentionally seeking opportunities to create spaces that reflect and celebrate Indigenous knowledge, culture, and history through storytelling, traditional teachings, art, native plantings, and culturally informed design.
Each new piece of Indigenous artwork, landscape feature, or re-imagined space is an opportunity to contribute to reconciliation in a meaningful and tangible way. Beyond
supporting teaching and learning, these spaces encourage dialogue, share Indigenous knowledge, celebrate Indigenous culture, and help create a stronger sense of belonging for students, employees, and visitors.
This work also provides valuable opportunities for the Facilities team to learn and grow. By collaborating with Indigenous partners, Knowledge Keepers, Elders, artists, and community members throughout the planning and design process, staff gain a deeper understanding of Indigenous histories, cultures, perspectives, and connections to the land. These experiences strengthen awareness, inform decision-making, and help the team approach everyday work with greater respect and cultural understanding.
As the campus continues to evolve, Confederation College is committed to ensuring the physical environment reflects the values of respect, inclusion, and recognition that are central to its reconciliation journey. In doing so, the College is creating spaces that welcome and inspire others while fostering continuous learning and meaningful engagement within the Facilities team and across the broader campus community.
Submitted By Collen McArthur, OCAPPA, ERAPPA T&C Committee
ERAPPA Board of Directors Election: 2026 Call for Member Participation
The ERAPPA Annual Meeting is an important opportunity for members to help shape the future of the association. As part of the Annual Meeting, officers for the ERAPPA Board of Directors are elected to serve the organization and its membership. 2026 Board Positions Open for Election This year, the following Board of Directors positions are open: • • • • •
President-Elect Secretary Vice President, Annual Meetings Vice President, Professional Development Vice President, Member and Community Engagement
The call for nominations closed on July 23, and the Nominating Committee has finalized the slate of candidates. Members are encouraged to learn more about each nominee and their experience, qualifications, and vision for ERAPPA. View the 2026 officer nominees on the ERAPPA website: ERAPPA Officer Nominees 2026. Electronic Voting Opens September 21 Electronic balloting will begin on September 21 at the opening session of the ERAPPA Annual Meeting and will conclude at 10:00 a.m. on September 22, prior to the start of the Business Meeting lunch. Voting will be conducted electronically. ERAPPA Institutional Members designated as the primary representative who are unable to attend the Annual Conference, as well as eligible voting representatives attending the conference, will have the opportunity to cast their ballots.
ERAPPA Bylaws Update ERAPPA is committed to keeping our governing documents current and aligned with both our organization's needs and APPA's evolving policies. That's why we asked members to take to review a series of proposed bylaw updates over the past month and provide any feedback. The proposed revisions include several important updates, such as: • Aligning ERAPPA's membership categories with APPA's simplified membership structure, including renaming Educational Members to Institutional Members and removing the Associate and Affiliate membership categories. •
Updating the process for awarding Emeritus Member status to match APPA's revised guidelines.
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Correcting terminology by replacing Professional Affairs with Professional Development where needed.
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Ensuring the title ERAPPA Regional Director is used consistently throughout the bylaws. Revising both the selection process and responsibilities of the ERAPPA Regional Director to reflect APPA's current practices.
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Updating the table of contents to reflect these changes.
The proposed revisions were available for members to review through August 17, 2026. Now that the review period has closed, and no further feedback was received, primary representatives from each member institution will receive an electronic ballot to vote on the proposed changes. Thank you for taking the time to stay engaged in ERAPPA's governance. Your participation helps ensure our association continues to serve its members effectively while remaining aligned with APPA and positioned for the future. Greg Clayton Past President
ERAPPA STRATEGIC PLAN 2026-2029 INTRODUCTION This three-year strategic plan outlines ERAPPA's priorities from 2026-2029, defining our aspiration, strategic pillars, key strategies, and foundational elements needed to achieve our goals. The plan was developed through comprehensive surveys completed by 111 institutional members, 9 business partners, and 11 Board members, followed by a structured leadership workshop at Quinnipiac University on December 9-10, where participants assessed ERAPPA's strategic situation, explored three organizational models, and synthesized the strongest elements into a focused strategy. Workshop outputs were refined through post-session analysis to ensure clarity and operationalization. This plan strengthens ERAPPA's value to all institutional and business partner members.
BACKGROUND & CONTEXT ERAPPA is the Eastern Region of APPA: Leadership in Educational Facilities. The Eastern Region consists of institutions from: The United States (Washington DC, Maryland, Delaware, Pennsylvania, New Jersey, New York, Connecticut, Rhode Island, Massachusetts, Vermont, New Hampshire, and Maine) and Canada (Ontario, Quebec, Newfoundland and Labrador, Prince Edward Island, New Brunswick, and Nova Scotia). Throughout its history, ERAPPA has been dedicated to supporting the common interests of planning, maintenance, and operations of facilities within the region’s educational institutions. It has aligned itself as a source for promoting professional ideals and standards designed to better serve its membership and continually foster a professional spirit among those engaged in this work. Additionally, ERAPPA assists and supplements APPA's work in endeavors such as Professional Development, Credentialing, and others.
ERAPPA maintains a vision to understand its members' needs, serve as a key resource for their professional development, and inspire them to reach their full potential as facilities management professionals.
VISION ERAPPA's vision is to be the preferred source of learning, career development, and networking for educational facilities professionals.
MISSION The Eastern Region of APPA's (ERAPPA) mission is to provide members and associates of ERAPPA with quality opportunities for professional development through relevant education and networking programs.
PRINCIPLES & VALUES In carrying out ERAPPA's mission, we embrace the following values: Collaboration, Diversity, Excellence, Fiscal Responsibility, and Sustainability.
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ERAPPA STRATEGIC PLAN 2026-2029 2029 ASPIRATION Become the recognized regional leader in facilities management professional development. We will establish a clear brand identity, deepen member engagement through data-driven programming, and expand our membership base by connecting institutional members to world-class resources and peer networks.
STRATEGIC PILLARS These five pillars represent ERAPPA's core priorities for achieving our 2029 aspiration.
PILLAR 1: UNDERSTANDING ERAPPA METRICS Our desired outcome… ERAPPA establishes a comprehensive data foundation that measures organizational health, tracks progress against goals, and informs strategic decisions across all functional areas.
We are successful when… ● Baseline membership data is established across all segments ● Monthly KPI dashboards track progress in each vice president’s area ● APPA and ERAPPA data on costs, benefits, and engagement patterns inform resource allocation ● Leadership uses data to drive decisions rather than assumptions
This is important to members because… Data-driven decisions ensure ERAPPA invests resources where they create the greatest value and demonstrate accountability for how member dues are utilized.
PILLAR 2: GROW INSTITUTIONAL MEMBERSHIP Our desired outcome… ERAPPA expands and stabilizes its institutional membership base through targeted outreach to community colleges, lapsed members, and prep schools.
We are successful when… ● The institutional membership list grows year-over-year ● Lapsed members are re-engaged and retained ● Community colleges and prep schools represent a larger percentage of the membership base ● Annual Meeting attendance increases as a result of membership growth
This is important to members because… A larger, more diverse institutional membership strengthens ERAPPA’s financial sustainability, expands networking opportunities, and ensures the association represents the full spectrum of educational facilities professionals.
ERAPPA STRATEGIC PLAN 2026-2029 PILLAR 3: REDEFINE THE PROFESSIONAL DEVELOPMENT PROGRAM Our desired outcome… ERAPPA delivers accessible, locally-focused professional development programming that meets the specific needs of members at different career levels.
We are successful when… ● Programming shifts to local and regional delivery models closer to members ● Content aligns with chapter-identified needs and includes focused topic tracks ● A committee of chapter PD representatives collaborates under VP leadership ● Satisfaction surveys and attendance metrics show increased engagement
This is important to members because… Local and regional professional development reduces travel costs and time away from campus while delivering relevant content that directly supports career growth and institutional effectiveness.
PILLAR 4: REFINE THE ANNUAL MEETING Our desired outcome… ERAPPA transforms the Annual Meeting into a high-value, lower-burden event by contracting logistics to APPA, reducing scope, and restructuring the cost model.
We are successful when… ● APPA coordinates meeting logistics, reducing chapter administrative burden ● Registration fees are lower for institutional members ● The mid-year meeting requirement is reduced or eliminated
This is important to members because… A streamlined Annual Meeting reduces the operational burden on host chapters while making attendance more affordable and accessible, allowing members to focus on networking and learning rather than event logistics.
PILLAR 5: ASSESS IN-PERSON COMMITTEE MEETINGS Our desired outcome… ERAPPA reduces in-person committee meetings and redirects financial resources toward member-facing programming and initiatives.
We are successful when… ● Committee agendas are evaluated to determine which require in-person meetings ● In-person meetings incorporate high-value agenda items that justify the investment
ERAPPA STRATEGIC PLAN 2026-2029 ● Ad-hoc working groups led by the President and Board replace standing committees where appropriate ● Savings are measurably redirected to professional development and member services
This is important to members because… Strategic resource allocation ensures more member dues support programming and services that directly benefit members rather than internal administrative meetings.
STRATEGIES These nine strategies guide how ERAPPA will achieve the five strategic pillars: I. BRANDING - CLARIFY OUR VALUE: Articulate a consistent, compelling value proposition that resonates across all member segments by developing clear messaging about ERAPPA’s unique role in the ecosystem and communicating benefits consistently across all channels II. CONSOLIDATE FOR STRENGTH: Work with chapters to review geographic proximity and align chapter boundaries with natural regional groupings to increase efficiency and collaboration. III. FOCUS ON CORE AUDIENCES: Prioritize institutional members with expanded outreach to private and boarding schools while increasing national business partner involvement and sustaining regional business partner engagement. IV. STREAMLINE AND EXPAND ACCESS: Reduce organizational complexity by restructuring the Annual Meeting, launching two free regional events annually, and reducing standing committees while increasing local touchpoints for members. V. LEVERAGE APPA’S INFRASTRUCTURE: Transition operational channels, including social media and website operations, from self-management to APPA support for professional management and consistency. VI. BRING NATIONAL RESOURCES REGIONAL: Connect members to APPA’s professional resources, guidelines, and industry standards while promoting the facilities management profession at the regional level. VII. BUILD SUSTAINABLE LEADERSHIP: Ensure organizational stability through succession planning by leveraging the APPA membership platform for leadership transitions and developing a business partner network within ERAPPA. VIII. DELIVER RELEVANT, ACCESSIBLE LEARNING: Position ERAPPA as the recognized educational leader by delivering programming close to members’ locations with focused tracks for different professional levels and combined chapter areas for larger regional events. IX. DIVERSIFY AND STRENGTHEN CONNECTIONS: Expand and diversify business partner engagement at regional and local levels while creating meaningful networking opportunities that connect members across institutions.
ERAPPA STRATEGIC PLAN 2026-2029 STRATEGIC PLAN TIMELINE The strategic goals and objectives are recommended for prioritization and achievement in accordance with the three-year plan below. Timelines are intended to remain flexible and will be reviewed throughout implementation
Year 1 (2026-27): Establish Our Brand Redefine ERAPPA’s brand and value proposition to clarify who we are and what we offer to members at every level.
● Obtain baseline data on current and lapsed membership ● Articulate distinct value for all organizational levels (APPA, ERAPPA, Chapters) ● Increase Annual Conference attendance. Create KPI’s to measure increased attendance success.
Year 2 (2027-28): Activate Member Engagement Leverage data and feedback to demonstrate ERAPPA’s value and deepen member participation. ● Implement KPIs and data-driven decision making ● Measure impact and outcomes; adjust programming based on feedback ● Determine member participation goals in the Annual Conference ● Strengthen value through professional development, relationships, and networking
Year 3 (2028-29): Grow The Membership Base Broaden ERAPPA’s reach by sharing our improved value proposition with new and returning members. ● Communicate new benefits and value to existing, lapsed, and untapped members. ● Target increased membership growth across institutional, business partner, K-12, and lapsed segments. Determine target values.
ERAPPA STRATEGIC PLAN 2026-2029 FOUNDATIONAL ELEMENTS These foundational elements provide the infrastructure and operating framework to support successful strategy execution:
I. DATA & MEASUREMENT SYSTEMS: Establish baseline membership data across all segments, leverage APPA and ERAPPA data on costs and engagement patterns, create reporting systems and dashboards to track KPI goals, develop specific KPIs for each vice president's area of responsibility, and track progress with monthly data updates. II. GOVERNANCE & KEY PROCESSES: Maintain Robert's Rules of Order for meeting governance; define the board structure by the bylaws; establish formal board approval protocols; hold mid-year meetings for progress reviews; hold monthly board meetings; develop board playbooks for leadership continuity; and implement scholarship programs to increase accessibility. III. TECHNOLOGY & INFRASTRUCTURE: Leverage the APPA membership database for member records, implement a robust CRM system for member relationship management, utilize OneDrive for document management, employ AI tools for operational efficiency, maintain social media platforms and website as information hubs, and use virtual meeting platforms for remote collaboration. IV. NORMS & OPERATING PRINCIPLES: Ensure diverse chapter representation in leadership; prioritize collaboration across the organization; keep what is in the best interest of membership at the forefront; recognize and celebrate organizational and individual successes; and maintain transparent communication and information sharing with chapters. V. METRICS THAT DEFINE SUCCESS: Track volume and quality of professional development programming delivered, industry benchmarking data, member satisfaction survey results, meeting and event attendance rates, membership counts and growth trends by segment, and Annual Meeting revenue and financial health.
Dear Colleagues and Friends, It is with great excitement and anticipation that we welcome you to ERAPPA 2026, set in the vibrant and historic city of Providence, Rhode Island. As co-chairs, we are honored to guide the planning of this year’s conference and thrilled to invite you to be part of what promises to be an inspiring and energizing gathering. This will be ERAPPA’s 75th annual meeting and 2026 also commemorates the 250th anniversary of the American Revolution and the signing of the Declaration of Independence. Our theme, “Revolutionary Ideas,” reflects both the innovative spirit of our profession and the revolutionary heritage of our host city. In a time when educational facilities are evolving faster than ever, we are called not just to adapt— but to lead with bold thinking and visionary solutions. The Rhode Island Convention Center and the Omni Providence Hotel will be the heart of our conference experience, where we’ll explore new strategies, share best practices, and engage in conversations that challenge the status quo. From thought-provoking speakers to robust educational sessions and our bustling Hall of Resources, ERAPPA 2026 will offer something for every facilities professional seeking to grow and make a lasting impact. Beyond the conference sessions, Providence offers a unique blend of New England charm, cultural richness, and culinary excellence. We hope you’ll take the time to enjoy the city’s walkable downtown, its renowned restaurants, and the artistic flair that defines its character. We encourage you to bring your curiosity, your passion, and your boldest ideas. Together, we can spark new thinking, strengthen our community, and create revolutionary changes across our institutions. We look forward to seeing you in Providence this fall 2026—and to discovering what we can achieve together.
With appreciation, Melissa Bergeron, University of Massachusetts Amherst Jessica Pepoy, Wolcott Public Schools Scan the QR code to register
ERAPPA 2026 Co-Chairs
erappa2026.erappa.org
2027 NNEAPPA Conference MARCH 17-19, 2027 Hosted by the University of Southern Maine Portland, Maine
Thanks to all of our sponsors.
Summer Board meeting
Thanks to all our members and business partners.