CALENDAR
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September 2010 |
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IEGCSA Strategic Plan |
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Proposed Strategic Plan for the Inland Empire Golf Course
Superintendents Association
January 15, 2007
Submitted by David Fearis, CGCS
Director of Membership GCSAA
On January 15, 2007, the following board members of the Inland Empire
Golf Course Superintendents Association (IEGCSA) met with David Fearis,
CGCS, Director of Membership, to begin a strategic plan for the chapter.
Mike Grilley, President
Ron Kuhns, Vice-President
Kevin Hicks, Secretary/Treasurer
Lonnie Aller, Director
Kelly Bowen, Director
Aaron Champagne, Director
Dave Floe, Director (Allied)
Jeff Murdock, Director
Roy Studebaker, Director (Allied)
Lori Russell, Chapter Executive
Introductions were made, and each participant identified what they expected
to achieve during this planning session including:
• Board focused in a single direction and a written plan with written
goals for 08
• Allocation of funds (discussion about portion of dues going to
Northwest Turfgrass Association)
• Board comfortable in their positions
• Promoting the chapter more – growth and engagement
• Spread the enthusiasm of the board to the membership
• Financial stability
All the board understood that this plan would be provided to them by the end
of February as they have a board meeting in early March. They realize that it
is a draft, and they will discuss it amongst themselves. When finalized, they
will communicate it to their membership.
Strategic Plan
Inland Empire Golf Course Superintendents Association
January 15, 2007
Why does the IEGCSA exist?
After the discussion about what the participants expected to get out of this
session, the board was asked to explain why the IEGCSA exists. The
following answers reflect that the IEGCSA exists to provide:
• Networking
• Education
• Promotion of the profession to the employer and golfers
• Environmental awareness
• Value to the membership
• Funding research and scholarships
All the above items were considered important, but “value to the
membership” actually encompasses many of them. The board felt that if the
membership realized that the chapter was providing networking and
educational opportunities, promoting the profession, building environmental
awareness and funding research and scholarships, there would be value to
belonging to IEGCSA. This hopefully would increase things like better
member growth and engagement. Right now the IEGCSA does a good job
with networking, education and funding research. They still contribute part
of their dues to the Northwest Turfgrass Association for research and
combine their efforts with the Western Washington GCSA to achieve
environmental awareness.
Mission
The Inland Empire Golf Course Superintendents Association exists
to improve the golf course superintendent’s profession by
providing quality educational and networking opportunities,
raising funds for research, and communicating the importance of
environmental stewardship to its members and the golfing public.
A mission is important as it provides the reason for existence to members,
non-members and others related to the profession. It becomes a
communication tool and helps provide direction to the board’s and staff’s
efforts. So, it is critical that this statement be carefully analyzed and changed
if necessary to fully communicate the board’s intentions. “Draft” should be
removed once the board is comfortable with the language.
The Future
The next phase of the planning process required the group to discuss where
it would like the IEGCSA to direct its resources and efforts in the future by
answering the question: “By 2020, I want the chapter to ….”
• Have a solid financial foundation
• Increase participation at meetings
• Increase membership growth and engagement
• Be environmentally proactive
• Have improved communication with the membership
Based on the discussion of this preferred future, the following vision
statement has been developed for consideration by the board. This helps
communicate to members the direction the IEGCSA will be taking and what
the expected outcomes will be.
Vision
By 2020, the Inland Empire Golf Course Superintendents
Association will operate as an efficient organization that has a
solid financial foundation with a highly engaged and growing
membership that is environmentally proactive.
In order for the board to make appropriate progress in achieving the vision
and supporting the chapter’s mission, the next step was to identify goals. A
goal should support the mission, but ensure that progress is made towards
the vision statement.
It will be critical to discuss the strategies under the goals, ensuring that
deadlines are added and identifying people who will be responsible for the
completion of these tasks. If these steps are not completed, the plan will not
be successful.
Goals to meet the vision by 2020
1.) Develop a plan so that the IEGCSA operates as an efficient organization
with a solid financial foundation.
a. Board has a written plan with stated goals for 2008 and follows it.
b. Events are organized with speakers and dates determined well in
advance so that these events can be marketed more effectively.
Strategic Plan
Inland Empire Golf Course Superintendents Association
January 15, 2007 Page 5
c. In 2007, analyze the finances and concentrate on ways to increase the
revenues.
• Include the $5,000 that the PGA section gives each year
(this was down in 06 from $10,000). Increase the
IEGCSA’s relationship with the PGA to ensure this
donation remains viable
• Think about having a fifth meeting, like a Scholarship and
Research tournament. Determine if this tournament could
raise enough funds to alleviate the cost of giving the
Northwest Turf Association money from dues revenue
• Start a newsletter to improve communication and also as a
tool for selling advertising
d. Goal in 07 is to have a positive revenue of $1,000
2.) Develop a plan to increase membership growth and engagement
a. Use existing non-member lists to contact these persons.
• Establish personal contact (nine new members if each board
member recruits one person)
• Waive first meeting costs
• Have a mentor for each new member
• Follow up with new member after attending first meeting and
throughout the year
• Engage new members by asking them to serve on committees
(committees in early stage)
b. Concentrate on assistants as potential new members
• Put an assistant superintendent on the board
• Have some specialized education for assistants
c. Add value to meetings
• Offer quality speakers and topics that pertain to enhancing the
member’s jobs
• Survey the members to see what they want (use multiple choice
questions versus open-ended questions)
• Utilize Lori Russell’s and Kevin Hicks’experience
d. Utilize facility and TAN membership
e. Improve the communication
• Newsletter (e-newsletter)
• Website (Melanie)
• Increase communication with the allied associations.
3.) Identify ways to be more environmentally proactive
a. Use public service announcements
b. Contact environmental editors at local newspapers
c. Write environmentally oriented articles for local golf association
publications
f. Be a part of school career days
g. Utilize GCSAA environmental information
Summary and Commitment
In order to be successful, communicate this to your members through the
website, meetings and other avenues. Annually, review the goals to develop
new strategies for success.
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