Strategic Plan 2010-13

Every three years, the NIBA President is charged with executing a Strategic Planning session to guide the committees and leadership of the association into the future in an effective and productive manner.

Don Garner called together a group of twenty-eight knowledgeable individuals to assist in the process. They comprised a diverse group representing new and veteran NIBA members and friends to the belting industry. (See sidebar)

Prior to the meeting Don asked that they all read the book "The Shack" in preparation for the meeting. There were many reasons for this choice including the books ability to affect people strongly in so different ways. Everyone had the opportunity to express their opinion and feelings about the story, and the group shared some of the important underlying messages, the strongest of which was about relationships.

The attendees then examined a S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats) analysis of NIBA based on member input. That led to discussion on some of the "elephants in the room" – difficult discussion on some of the topics that are frequently addressed, but rarely resolved. Some of these are: the logistics and viability of a certification program; outlining the value of NIBA membership and communicating it to members and non-members alike; addressing the categories of membership and considering expansion of the organization; providing valuable and up-to-date technical information through traditional and unique new ways; and careful examination into the validity of some of NIBA's current offerings (including the format and elements of the Annual Meeting).

Committees this year have accepted the challenges of dealing with difficult yet vitally important issues over the next three years, and they need your help. Please contact them with helpful information on any of these topics, and try to support the Chairs and Members of these committees in any way you and your companies are able. Their goals and spirits are high – and through their devoted work, NIBA will become an even stronger and more valuable association by 2013.

Education/Technical Committee

  • Establish Manufacturer Meeting – Conduct as a component of the Annual Convention to nurture enhanced communication between Manufacturer members and the Committee.
  • Increase Manufacturer Buy-in on Programs and Products – Work closely with Manufacturer members to gain support and endorsement of NIBA products and programs. This may eventually become an element of a certification program.
  • Alternative Trainings/Expanded Education – Extend discounts to NIBA members on University of Industrial Distribution sessions by becoming a partner in executing the programs. Examine ways to provide training on issues as they arise, design trainings around member requests.x
  • Explore Institutional Knowledge Trainers – Research risks and reward on having individuals who are able and willing to provide unbiased support and education for NIBA trainings. (e.g.: retirees)
  • Create Training Course by Product – Create short, single-topic segments and multiple delivery methods for that information.

Marketing Committee

  • Increase Frequency and Regularity of NIBA Communications – Develop a communication schedule for all messages that come from the NIBA office to both current and potential members. Traffic will be driven to the new web site often, which will be kept as up-to-date as possible.
  • Build and Strengthen the NIBA Brand – Develop messaging strategy that builds and strengthens NIBA's brand image among targeted end-users (e.g.: package handling, bakeries, food processers, aggregate, etc.).
  • Outline the Value of NIBA – Create content that defines the value of NIBA membership benefits (e.g.: the value of membership, the NIBA convention, etc.)
  • Cultivate Global Exposure – Make and maintain contact with other similar associations to cultivate NIBA presence, and pursue potential members.
  • Assess Belting Market – Collect market information from current Distributor and Manufacturer members using a confidential third party to comprehend the full belting market and assess where NIBA membership resources should be focused.
  • Incorporate Training Segments into Web Site – Finalize production of short technical training segments and post to web site.

Member Services Committee

  • Determine role of Trade Companies and Rep Agencies in NIBA – Carefully analyze risks and rewards and present a recommendation to the Board of Directors on membership of these types of companies.
  • Review Current Membership Structure – Consider the addition of new categories including the current structure, the end-user, and all entities in between.
  • Review and Restructure Dues – Project dues scenarios based on different revenue tiers for Manufacturer and Distributor members, and consider incorporation of Annual Convention booth costs.
  • Improve Prospect List – Involve key Manufacturer members and NIBA staff in development of the NIBA prospect list.
  • Create Incentive Programs – Research beneficial programs that incentivize current members to be more involved in recruitment of new members. (e.g.: co-op dollars for first-time Distributor members)
  • Create Recruiting & Retention Aids – Starting with a clear value statement, materials will be developed how to sell NIBA in a quantifiable and marketable fashion.

Products & Services Committee

  • Enhance Go for the Gold Program – Develop incremental levels ($400 and above)
  • Structure Presidents Club – Develop incremental levels ($1,500 and above)
  • Develop P. A. S. S. Program – Continue development and promotion of Working Advantage and implement new valuable membership benefits. (e.g.: FreightWatch, integrated shipping solutions, discount travel programs, etc.)
  • Research Certification Program – Examine all facets of a certification program for NIBA from development of the program, administration of the process, expense to the member, liability, development of the criteria, value of the certification, promotion of the program, competition, and anticipated member involvement.

Program Committee

  • Determine Ideal Format for Conference Booth Program – Consider when during the Annual Convention is the best time to hold the Conference Booth Program.
  • Further Develop the Spouse Program – Continue to work on expansion of the Spouse Program, possibly through an ad hoc committee of spouses with a committee member serving as Chair.
  • Examine Fee Structure – Project revenue scenarios based on different discount offers. (e.g.: reduced rates for employees of main member, a single-day pass, access to only the booth program, lowered rates for first-timers, etc.)
  • Evaluate Length of Convention – Survey membership and analyze input on the length and structure of the Annual Convention.
  • Consider Structured Business Meeting Time – Consider benefits of arranging an event for members to conduct private business meetings during a specific time.