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2014SumShotcreteEMag

Staff Editorial Investing in the Future of ASA and Shotcrete By Mark A. Campo, ASA Executive Director ASA Leadership Holds ciation and the entire shotcrete industry to the next level of Strategic Planning Session visibility and acceptance.Steering the direction of the association requires us to In a proactive effort to successfully lead know where we have been, where we are, and where we this association into the next 5 to 10 years, should be going. Along with the guidance of a professional the ASA Executive Committee and select strategic planning facilitator, the planning group reviewed committee members participated in a Stra- the association’s charter documents and membership trends tegic Planning session at ASA’s headquar- to know where we have been. They looked at ASA’s finan- ters in Farmington Hills, MI, August 2-3, 2014. The goal at cial standing and at concrete industry trends to know where this session was to establish an updated vision, mission, and we are. And finally—yet, most importantly—the planning future plan for the Association—one that will drive the asso- group reviewed detailed feedback from members and cus- tomers in the shotcrete industry to determine where we should be going. A survey to all ASA members asked, “How likely are you to recommend membership in ASA to a colleague”; “How effective is ASA at providing a strong unified voice for the shotcrete industry”; and “How effective is ASA at positively influencing industry policy and perceptions about the quality of shotcrete?” It further investigated members’ opinions about programs, products, and services that ASA should consider offering to better support the shotcrete industry. Another survey to ASA’s actively participating committee members—many of whom are founding members of the association—asked, “What do you most value about ASA”; “What is the greatest value ASA can provide to the shotcrete industry”; and “What do you see as the priorities for ASA in the next 3 to 5 years? 10 years?” The outcome of this planning session is a reaffirmed set of core values and mission—essentially an updated roadmap charting the focus of ASA’s efforts for the next several years. This renewed strategic plan is expected to be finalized before the Board of Direction at the fall meetings in Wash- ington, DC. What should we expect to come as a result of an updated strategic plan? Refined membership benefits to meet the current and ever-changing needs of ASA’s members; more focused attention toward programs that increase awareness and acceptance of the shotcrete process; and an overall greater focus toward meeting the needs of today’s—and tomorrow’s—shotcrete industry. Many thanks to ASA’s leadership for contributing to this effort, and for setting the course for ASA to enrich the shotcrete industry through its services and products in the coming years. 6 Shotcrete • Summer 2014


2014SumShotcreteEMag
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