One of the most significant statements an organization can make is its mission. The board gave considerable attention to IBMA’s purpose as a trade organization, its responsibility to its membership and the music it was embodied to serve. It was the strong opinion of the board that the mission of the organization, as currently written, remains the cornerstone in defining the organization’s efforts

The values of an association are…

·         Guiding principles for how we do business.

·         Underlying beliefs about what is important to us as an organization.

·         Critical to success of our organization and support the achievement of our mission.

·         Drive the behaviors we want to model with our customers and ourselves.

·         We create and embrace them together.

During an exercise by leadership to review the values which fulfill the above criteria, the board renewed and revised the following list of core values:

• Forward Thinking & Leadership
• Positive Working Relationships
• Professionalism
• Integrity
• Honoring Tradition
• Diversity & Inclusiveness
• Education

Forward Thinking & Leadership provides us with an endless and outward looking vision and allows us to be proactive in finding the growth critical to our future.

Positive Working Relationships create goodwill and a spirit of cooperation.  Participation is encouraged through personal communication and interaction in an organization that is accessible and responsive.

Professionalism is our mission and cornerstone of all things important to our industry.  In daily practice we endeavor to be more resourceful, educated, creative, aware and dedicated in order to find health and success.

Integrity is a respected trait we work to earn through truthfulness, honesty, fairness and ethical conduct that fosters goodwill and more productive and humane relationships with one another.

Honoring Tradition is important, not only to our past, but to our future as we embrace the positive attributes and pride we have in our industry, musical and cultural heritage.  Our traditions are the source of intense and powerful resources.

Diversity & Inclusiveness: Diverse perspectives are encouraged in the expression of bluegrass music.  We embrace the participation and involvement in bluegrass by people from all cultures and backgrounds.

Education: Foster a culture of learning and promote continuing education at all levels.

If leaders are to inspire their following, they must present a compelling picture of the future and what can be achieved. If our members from various business constituencies are to “work together” for our music’s success, then we need to know the aspirations we’re working together to achieve.

Participants shared thoughts about their vision for IBMA’s work over the next five years through June 2013, responding to questions such as:

“What has been achieved since 2008?” 

“What is happening?” 

“What are people saying about us?” 

After discussion and review of a draft, the following items were arrived at through consensus and represent the optimum achievements to which the leadership of IBMA aspires.

VISION STATEMENT

By June 30, 2013…

IBMA CUSTOMERS BENEFIT

·         The bluegrass community achieves significant return on investment in IBMA

·         Seen as the resource for bluegrass music and a critical source of support on the emerging business models,

·         IBMA is delivering wider and deeper information and education services. 

·         Online and downloadable resources include training, seminars, mentorship, and advice.  - At least 25 “how-to” guides are offered and valued by their users. 

·         IBMA gathers and distributes up-to-date databases of key opportunities.

·         Professionals perceive their income and net worth have grown as a direct result of resources and networking they have received through IBMA.

INCREASED MASS MARKET AWARENESS

Accomplishing an organization’s mission and seeing its vision become reality requires commitment to specific goals and a broad understanding of the relationships between those goals. In most instances, there is a synergy between the goals adopted by IBMA with each goal making an individual contribution toward IBMA’s vision and, collectively, the product of achieving one goal may foster the success of another. The sum of the individual components of this plan is indeed greater than its individual parts.

They are summarized here and detailed further in multiple action plans which are available upon request. The priority in which they are seen by leadership is set to emphasize the importance each plays in the overall success of this plan. The prioritization may also serve as a tool that provides guidance and focus for the board in allocating limited resources.

These goals are for implementation and action prior to December 31, 2011.

TOP GOALS (in order of priority)

EXTERNAL

1.  Build our customers’ ability to succeed in the changing business environment. 

2.  Reach new audiences for bluegrass through media and events. 

INTERNAL

3.  Increase and diversify IBMA net revenues, in order to further external goals and improve organizational stability.

4. Explore partnerships with other organizations to drive new opportunities.