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IBMA 2004 – 2007
New Long Range Plans Announced
- IBMA’s Mission
- Values Statement
- Vision
- Strategic Goals
- Request Complete Copy
In March of 2004, 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 2004, 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.
The plan encompasses a time period of approximately three years to begin in 2004 and run through 2007. Some of the goals and plans may be completed before the end of that period and others may well carry forward into a future plan. In designating this time frame the board leadership recognizes this dynamic and also acknowledges that the changing nature of future circumstances and variables make it difficult to project a plan further without encumbering the authority of future boards.
In designing and adopting this plan, the board refocuses its attention on the mission of the organization, IBMA’s values statement and detailed priorities accompanied by specific action plans.
Writing and adopting the document, however, constitutes only an agreement among the leadership of IBMA on the direction it plans to take the organization in the future and the means by which it will impact the music it serves. The execution of the plan requires additional work, discussion, use of resources and constant reevaluation. Further, this document was created at a specific point in time (mid-2004), based on the knowledge available on current situations and certain assumptions about the future. As circumstances change during the course of this plan, leadership may need to shift the focus of these plans based on new information
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. It provides:
- A succinct and compelling statement of our reason for existence.
- A statement of our core work, products and services.
- Who we serve and how they benefit.
- A basis for daily decisions about the work to be done.
- We create the statement and are mobilized by it.
IBMA’s Mission:
Working together for high standards of professionalism,
a greater appreciation for our music and the success of the
worldwide bluegrass community.
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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.
During an exercise by leadership to review the values which fulfill the above criteria, the board hereby renews, revises and adopts the following list of core values:
- Positive Working Relationships
- Professionalism
- Integrity
- Honoring Tradition
- Diversity & Inclusiveness
- Forward Thinking
- Education
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.
Forward Thinking provides us with an endless and outward looking vision and allows us to be proactive in finding the growth critical to our future.
Education: Foster a culture of learning and promote continuing education at all levels
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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.
During a planning exercise, IBMA’s leadership focused on what the organization wants to achieve in the future (by the end of the year 2008) and – looking back – ask itself:
- What has IBMA accomplished since 2004?
- What is IBMA doing now?
- What are people saying about us?
The following vision was arrived at through consensus and represents optimum achievements to which the leadership of IBMA aspires. They are presented in no particular order.
BY THE END OF 2008….
Organizational Strength
- Active professional members number 2500 worldwide.
- Staff capacity has increased to support added membership, programs and projects.
- IBMA annual revenues have grown to more than $1.2 million (60% increase since 2003).
- Discretionary program funds (after expenses) have doubled, from $40,000 to at least $80,000.
- Sponsorship has evolved to provide significant support to many IBMA programs.
Benefits and Services for Constituents
- IBMA has enhanced opportunities for professionals to increase their quality of life.
- Members and the industry see IBMA as a valuable ally and partner.
- IBMA’s website is a daily source of news, information and education.
- We have developed means for individual and project grants supporting creative, innovative and strategically important initiatives.
- The Trust Fund is self-sustaining and operates in a proactive and open manner; its grants have increased significantly.
- IBMA participates in efforts to help foreign musical groups to obtain work permits.
Events
- World of Bluegrass events have consistently grown and are the “must attend” convention.
- Fan Fest has become a city-wide event, and as part of the celebration highlights international and roots music.
- More than 200 booths are featured at the Trade Show and Fan Fest.
- Attendance at trade show surpasses 3,000.
- Diverse artist showcases have helped to expand the fan base.
Marketing / Audience Development
- IBMA is a key force in fostering the international growth of bluegrass.
- We systematically and successfully promote bluegrass outside the bluegrass community, including film, television and college markets.
- There is bluegrass exposure on TV at least once every week of the year.
- IBMA Awards are televised.
- Radio, satellite and streaming internet exposure for bluegrass has significantly broadened.
- IBMA is the “go to” source for bluegrass information for all general-audience media. The “Discover Bluegrass” website has become a most effective marketing tool, logging more than a million hits per year.
Professional Development / Education
- IBMA’s professional accreditation program has been widely accepted.
- The organization has made effective use of the internet and web-based tools for continuing education.
- Professionalism has markedly improved in several segments of the industry, including broadcasters.
- Bluegrass has become an increasingly integral part of K-12 music education in the U.S.
Partnership Initiatives
- Regional associations have become a principal catalyst for program delivery, including bluegrass in schools.
- IBMA involves people and organizations from outside of bluegrass that are now interested and engaged in its success.
- IBMA sponsors annual artist showcases for music trade groups.
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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.
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, 2007.
TOP GOALS (in order of priority)
- Pursue marketing initiatives that create greater awareness and connections between bluegrass and consumers.
- Create and host successful events which foster our music’s opportunities for success.
- Strengthen the organization in order that it achieve its mission.
- Involve young people in bluegrass through positive and educational experiences.
- Promote professionalism within the industry.
REQUEST COMPLETE COPY
Members who would like a copy of the complete plan, IBMA: Strategic Plan 2004-2007 may obtain one at no cost by contacting the IBMA office at 615-256-3222 or info@ibma.org.
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