CoSIDA Strategic Plan: Mission, Initiatives, Branding Study (June 2016)

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Master Strategic Initiatives Plan for CoSIDA
Updated July 2016

Below is the Introduction and executive summary of CoSIDA's new Strategic Plan which was approved by the Board of Directors during the 2016 CoSIDA Convention. The plan includes adoption of a new vision and mission statement along with values and guiding principals. Over the months ahead, the organization's leadership will be processing strategies in development of the goals outlined in the plan.

CoSIDA Strategic Planning Core Team
Judy Willson, 2015-16 CoSIDA President, Mountain West Conference
Shelly Poe, 2013-14 CoSIDA President, Auburn University
Jeff Hodges, CoSIDA Secretary, University of North Alabama
Amie Canfield, CoSIDA Member, Mount Holyoake College
Maurice Williams, CoSIDA Member, Hampton University
Dr. Geoff Sherman, CoSIDA Member, Marian University
Doug Vance, CoSIDA Executive Director
Barb Kowal, CoSIDA Director of External Affairs
Will Roleson, CoSIDA Director of Internal Operations/Treasurer
Laurie Bollig, CoSIDA Director of Membership Engagement

Full Strategic Plan PDF doc

Strategic Plan Goal Statements PDF doc
INTRODUCTION AND EXECUTIVE SUMMARY

Beginning in the summer of 2015, CoSIDA embarked on an ambitious journey: develop a strategic plan for the organization with a diverse team representing the association, the board, and membership - and do this virtually. With key stakeholders identified, rigorous interviews uncovered many accolades, concerns, and support for the journey that CoSIDA was undertaking.

The official kickoff was August 20, 2015. Over the next 10 months, the CoSIDA Planning Team navigated through an intense strategic planning process - a process specially tailored for the demanding day-to-day responsibilities of the participants and for a virtual process. Utilizing a visual conference call platform, a Google Doc, and email communications, the strategic plan became reality step by step. The planning team moved through a series of steps to evaluate its vision, mission, and value statements, to establish five critical strategic outcomes, and to craft annual goals and tactics for 12 to 18 months of the new plan. The planning entailed 18 hours of dedicated tele-conference sessions, pre- and post-session work exceeding 35 hours, and many internal conversations dedicated to developing a clear and executable plan.

This plan is fresh and new; it represents the forward thinking of CoSIDA for the next three years, from 2016 to 2019.

This three-year plan includes the following important features:

The revised vision statement represents an aspirational future, both for membership and for the association; designed to inspire passion for all members of CoSIDA. The mission and values statements were remolded from the previous version to be in alignment of CoSIDA's vision.

The five strategic outcomes included in this plan tell the story of where the association is going to - these outcomes represent the critical path for CoSIDA for the next three years. These outcomes were discussed, drafted, and finalized over a considerable period of time and will literally be the foundation for CoSIDA over the next three years.

CoSIDA's goals "hang" off of those strategic outcomes. Year by year, the operational goals represent the work that will be done to achieve the strategic outcomes. The discipline to establish new goals each year, and to review progress on the previous year, is an important part of this three-year plan.

This integrated plan allows CoSIDA to move in concert toward its vision and toward those strategic outcomes.

CoSIDA worked with Springboard International, Inc. throughout this process.

VISION

To enhance our members and to elevate the intercollegiate athletics communications profession,

MISSION

CoSIDA educates, advocates, and communicates with and for the intercollegiate athletics communications community. It is our mission to engage and empower members, develop exceptional leaders, and promote and enhance our profession.

VALUES AND GUIDING PRINCIPLES

Engagement
We recognize that we are a membership-driven organization and the volunteer participation of our members is the cornerstone of our success. We provide meaningful opportunities for every member to be effectively engaged in representing CoSIDA through participation in leadership, advocacy, and service to the organization.

Professional Development
We are committed to professional development opportunities for our members. Therefore, we will educate and provide information for higher job performance, knowledge, and professional advancement. We will initiate, support, and promote learning opportunities and communications training and education, both formally and informally, without regard to institution size and stature.

Advocacy
We believe that CoSIDA should serve as an advocate for its diverse membership / stakeholders. Therefore, we will:

Promote the success stories of the association's membership.
Educate campus and athletic administrators and coaches as we strive to help them ?better understand the role of athletic communications professionals.
Develop resources in conjunction with national and conference offices, for available ?cross-education and strategic planning.

Effective Communications
We believe that communication is of the highest priority in our profession. Therefore, we will emphasize a communication policy with our stakeholders that ensures transparency and will share information effectively.

Professionalism
We expect our leaders and members to treat fellow members, stakeholders, and our profession with respect, exhibiting ethical and courteous behavior. Therefore, we will present ourselves in a positive and forward-thinking manner while focusing on the important traits and tasks that make our profession strong. ?


CRITICAL GOAL CATEGORIES

MEMBER ENGAGEMENT
Outcomes:
  • Increase and expand contributors to CoSIDA Connect to include Division I, II, III, NAIA, NJCAA, and CIS
  • Expand the committee work from membership not engaged in the past five years from Division I, II, III, NAIA, NJCAA, and CIS
  • Raise involvement for members 35 years of age and younger, and develop them for leadership positions

MEMBER AND PROFESSIONAL ADVOCACY
Outcomes:
  • Enhance short-range and long-range advocacy opportunities, strategies, and outcomes
  • Develop an online toolbox of advocacy resources for our members to utilize

PROFESSIONAL DEVELOPMENT
Outcomes:
  • Meet the needs of the membership with professional development activities, while maintaining fiscal responsibility for funding and staffing of all educational opportunities
  • Conduct a review of the Convention to gather information vital to support the continuing education of membership
  • Provide confirmation of certain skill sets through external review, education, and certification standards

MEMBER BENEFITS
Outcomes:
  • Obtain survey data from CoSIDA membership regarding their knowledge of current member benefits and what they want in the future
  • Develop a plan for providing member benefits that focus on young professionals

BRAND AWARENESS
Outcomes:
  • Develop an overall organizational branding strategy
  • Revamp and rebrand our communications platforms: website, social media, email marketing, CoSIDA360
  • Keep our name visible in the college athletic market, and turn our members into brand ambassadors at the local and national levels