For many of us, the IAVM has been the organization most central to our venue management careers. We have built professional relationships, advocated for industry needs and become “venue educated” in ways only the IAVM could provide.
In order for any organization to be successful, it has to continually evaluate and measure progress and success. This year the Board of Directors you elected and appointed to be your voice has been taking a long and hard look at our business model. We have been having robust and open dialogue around what has been working, what hasn’t and what we need to do to grow and regain our position as “the” industry source for venue management expertise.
“The job of the Board of Directors now is to evaluate and drive strategic direction for IAVM and to hold our management team accountable by asking good and timely questions.”
Our core focus as a Board of Directors has been moving our organization from one led by a volunteer “Management Board” to one that is now being led by a professional management team overseen by our new “Governance Board.”
We have retooled our management team, starting with President and CEO Vicki Hawarden, CMP, to have specific skills and focus in carrying out the day to day operating needs of the organization. The job of the Board of Directors now is to evaluate and drive strategic direction for IAVM and to hold our management team accountable by asking good and timely questions.
This past December, our current Board of Directors met at IAVM Headquarters for the annual mid-year meeting. Directors finalized the governance policies that will guide the future of our organization. This work followed six months of preparation and in-depth work by our Board’s appointed Governance Work Group (GWG). The result was unanimous approval by our Board and a clear set of directives outlined as “next steps” for this process. These next steps include developing “results policies”: outlining specific and measurable goals for and with our CEO. In addition, we will be incorporating a series of monitoring reports that will allow our Board to regularly check-up on the progress of our management team in achieving the desired outcomes.
Following the 2013 VenueConnect, the GWG will be providing recommendations related to the efficient management of our committees and council, ensuring focus on key services and offerings. In addressing these and all of the components related to the governance change, we have held two common themes as a Board:
1) None of us is as smart as all of us.
2) Direction is more important than speed.
In addition, we have had a constant commitment to be fully transparent and communicative to all of our members. In addition to the governance work, in the first quarter of 2013 the Board will focus on the following:
“We have had a constant commitment to be fully transparent and communicative to all of our members.”
We have asked our management team to develop new strategies aimed at allowing venues to easily have more members. Staff has also been asked to develop and/or enhance programs aimed at attracting a strong contingent of “under 40” members.
We have opportunities to leverage many existing relationships internationally so as to have relevance world-wide as the authority on venue management; we will evaluate our many opportunities by area (Pacific Rim, Europe, South America, etc). Once these are clear, our aim is to develop unique and specific strategies around alignment and collaboration with existing organizations in those given regions (similar to our very successful relationship with Venue Management Association out of Australia).
Enhanced engagement of our Allied members
Our Board is laser focused on what we can (and need) to do to more actively engage our Allied members in active leadership roles within our Board of Directors. Allied members must see true value in their organization; we will incorporate and engage the great passion and minds we have available within this group to help guide us today and into the future.
I am so very proud to serve with a committed team of individuals that share the desired outcome of doing what is necessary to ensure our organization grows in value and relevance for all our members (and future members). As a Board we have been committed to change, but not for change’s sake. Instead we have worked to be thorough and thoughtful. We are encouraging our management team to be efficient but fully committed to enhancing and building programs and values that become the magnets needed for driving our revenues.
In closing, we have seen dramatic positive changes in our organization over the past year. A great deal of that can be attributed to the excellent work of our President and CEO Vicki Hawarden and her revitalized management team. What we most need now is you. For those who are already engaged, your continued commitment is critical. We sincerely ask all of you to look for ways you can help make a difference. In the end, it’s our organization and it is up to us to all be part of the solution.
On behalf of the Board of Directors, thank you for your commitment to the future of the venue management industry.