SportsTurf provides current, practical and technical content on issues relevant to sports turf managers, including facilities managers. Most readers are athletic field managers from the professional level through parks and recreation, universities.
Issue link: http://read.dmtmag.com/i/433388
www.stma.org December 2014 | SportsTurf 45 T he Sports Turf Managers Association is in its final month of its 3-year strategic plan. The progress by the board and commit- tees has been tremendous; so much so that the plan is virtually complete, except for on-going initiatives. A new association strategic plan begins January 1, 2015. The strategic plan guides the work of the Board of Directors. It is a roadmap that provides continuity for the association as the Board members change each year. Having a plan in place keeps the focus and momentum on advancing the mission of the association, rather than redirecting as each new President takes office. In addition to providing stability, achieving the plan contributes to the very important financial health of the association (see "Audit Results" sidebar). Achieving the plan Four strategic platforms laid the foundation for the 2012-2014 plan. These platforms primarily focused on improving the services and the value that members receive from STMA. The plan also targeted external audiences to help expand members' influence in their work environment. The strategic platforms and their top goals and objectives to accom- plish include: Platform 1: Attract and Retain a Vibrant and Engaged Membership. Goal: Grow and sustain a membership of 3,800 by the conclusion of 2014. Objectives: Recruit non-members; help chapters grow; engage those who are on the periphery of sports field management. Platform 2: Be Recognized as the Leader in Industry Education. Goal: Provide educational resources that are vital to the success of members and advance the profession. Objectives: Develop education that is relevant, affordable and accessible; develop significant learning opportunities at the national and regional conferences. Platform 3: Gain Respect and Recognition for Members and the Profession from External Audiences. Goal: To increase awareness of the profession and visibility of mem- bers with employer groups, the media, sports organizations, athletes and international organizations. Objectives: Create an association-wide marketing plan; use the environmental stewardship of members to raise awareness of the profes- sion and enhance the image of STMA members; protect and advance the work of members through government relations outreach; develop relationships internationally that will raise the awareness of STMA. Platform 4: Create Excellent Value for Commercial Partners. Goal: To validate the importance of commercial members to STMA. Objectives: Provide a conference and exhibition that meets exhibitor expectations; provide sponsorship opportunities that achieve commer- cial partners' goals; provide information to commercial partners about STMA members that helps them grow their businesses. The Board reviews its progress to these goals and objectives at their board meetings, and adjusts as necessary. Although the association did not reach its membership goal of 3,800, the Board acknowledges that this was a "more-than-a-stretch" goal. They were pleased with the recruitment programs developed by the Membership Committee to help grow and retain members. One of the programs, the "Free Conference Registration with a New Membership" and its companion program that provides The destination has been reached; the journey continues ResulTs of sTMA 2013 AnnuAl AudiT Revenues, Gains and other support Membership dues $247,991 Chapter fees 17,750 Annual meeting 639,576 Certification program 26,330 Magazine and book royalties 57,044 Contributions and sponsorships 29,000 investment income 146,952 other 2,261 Total revenues, gains and other support $1,166,904 expenses: Programs: Membership services $217,975 Annual meeting 522,555 Total Program services $740,530 supporting services: Management and general $101,806 Governance & board expenses 54,729 Membership development 208,319 Total supporting services $364,854 Total expenses $1,105,384 Change in net assets $61,520 (The change in net assets for 2012 was $19,890)