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In April of 2008, at a planning retreat in Tennessee, the IBMA board of directors and staff gathered for three days to take stock of what we’ve accomplished, where we currently stand and take a look into the future. After additional work through the summer of 2008, the results of those meetings would manifest themselves in a document which details our leadership’s vision for the future of the IBMA and a plan for achieving the organization’s missions through specific goals and objectives. IBMA’s MISSION 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 Working together for high standards of professionalism, a greater appreciation for our music and the success of the worldwide bluegrass community. Back to Top VALUES STATEMENT 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.
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. Back to Top VISION 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. “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 · · Twenty-five million Americans name bluegrass among their favorite types of music, up from 17 million in 2007, and acceptance is growing rapidly outside the · At least 15 percent of IBMA membership and World of Bluegrass attendance is from outside the · The IBMA internet community exceeds 50,000, up from 1,600 in 2008. · More racial, cultural, gender, age, international and other diversity is evident among fans, artists, and industry professionals. · At least two television shows honoring bluegrass are broadcast each year. · IBMA sponsors an annual international bluegrass tour involving bands from five or more countries. · Award winners concerts are presented in at least three major · · VIBRANT EVENTS · IBMA’s business conference attendance has grown at least five percent annually. · More than 100 guest VIP’s attend World of Bluegrass each year. · The events are streamed live on the internet for free, with sponsorship. · Fan Fest has become a major outdoor · A major title sponsor and sponsors for televised segments have been secured. · A high school/college band competition has been introduced, with finals at Fan Fest. · IBMA has also established several successful regional events. JOINT VENTURES ADVANCE MUTUAL INTERESTS · IBMA has been a music industry leader in professional development and fostering dialogue with other music trade organizations. · Partnerships include shared resources and cooperation on at least three events. · Bluegrass Music Foundation assets exceed $1 million. A FINANCIALLY VIABLE AND GROWING ORGANIZATION · IBMA is a $1.5 million per year enterprise. · Net income allows for major discretionary projects, introduce innovative entrepreneurial ventures. · More than 3,000 members. · IBMA is less dependent on World of Bluegrass for financial stability, having developed additional event, co-venture, and other diverse revenue streams. · The organization owns its own offices. · A professional staff of at least five full-time equivalents includes computer technology and communications/publicity expertise. · The staff has little turnover and much job satisfaction. · There is more diverse leadership in board, staff, and committee positions, especially young (under 35) and female leaders. STRATEGIC GOALS 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. 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.
REQUEST COMPLETE COPY Members who would like a copy of the complete plan, IBMA: Strategic Plan 2008-2011 may obtain one at no cost by contacting the IBMA office at 615-256-3222 or info@ibma.org. Back to Top |
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