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FOREWORD FOR ASSOCIATIONS TO DELIVER INCREASING VALUE TO MEMBERS THEY MUST GO BEYOND THEIR EXISTING PROGRAMS TO THRIVE. TRANSITION IS CONSTANT, AND IT ALWAYS INVOLVES CHANGE, EXPLORING OPPORTUNITIES AND EMBRACING THE NEW. This strategic plan provides the Swimming Pool and Spa Association with a clear pathway to deliver our vision to members. It has been developed to guide the association in the direction we need to head, whilst at the same time allowing for flexibility to accomodate emerging issues. Many opportunities for SPASA have been identified, well-considered and views sought in order to create this plan. The plan has been based on feedback from members as well as our board and staff. Over the next five years the association will focus efforts on five key result areas: Member Services, Education and Research, Representation, Promotion and Corporate Support. I am very proud to present our membership with the Strategic Plan 20-25 and look forward to driving the association through this next phase of growth.
Lindsay McGrath CHIEF EXECUTIVE OFFICER SPASA AUSTRALIA STRATEGIC PLAN 20-25 l 3
CONTENTS STRATEGIC PLAN 6 OUR PURPOSE 7 MEMBER SERVICES 10 RESEARCH AND EDUCATION 11 REPRESENTATION 12 PROMOTION 13 CORPORATE SERVICES 14 ORGANISATION SUPPORT 15
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STRATEGIC PLAN SPASA IS A MEMBER BASED ORGANISATION THAT EXISTS TO EDUCATE, PROMOTE AND ADVOCATE FOR THE BETTERMENT OF THE POOL, SPA AND OUTDOOR LIVING INDUSTRIES. SPASA developed the Strategic Plan 20-25 to formalise the direction of the organisation and sharpen our focus. The Plan was prepared using information provided by the Association, its leadership, members and staff. An association needs a solid foundation to assure sound governance and management.This also enables our association to promote ethical and responsible decision making to its members while safeguarding the organisation’s financial position, integrity, and sustainability. In order to prioritise the objectives of the association a series of surveys were completed by stakeholders in 2019 and again in 2021. Firstly, we gathered information to complete an analysis of the current position of the association, using a PESTLE and SWOT analysis to look at both external and internal standpoints, and a baseline
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study to collect and analyse the data we will use to measure successes against. Next the mission and vision statements were reviewed, in line with the values set by the board. Finally, the tasks of the association were prioritised in order to focus the work of staff and set clear direction and time frames. This plan is not inclusive of all the activities that are currently underway within SPASA, however it captures those key activities needed to move the organisation from where it currently is to where it wants to be.
OUR PURPOSE SPASA’S STRATEGIC PLAN 20-25 FOLLOWS A TOP DOWN APPROACH.
The Board set the Values of the Association which define our Vision and Mission. Five key pillars ensure relevance and credibility to all members and assist in prioritising our resources and provide focus for staff, board and committees. Our pillars are centred around Member Services, Research and Education, Representation, Promotion and Corporate Support. Input from members, committees and stakeholders refines our objectives to deliver on each pillar and ensure consistent improvement. Objectives are detailed on page 10-14 of this document and will be measured against board set KPI’s and key outcomes for the Association.
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EVERYONE
deserves a pool or spa
SPASA’s…
MISSION
To Promote
Swimming Pool, Spa and
e and Grow the
d Outdoor Lifestyle Industry
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MEMBER SERVICES PROVIDE EXCLUSIVE NETWORKING, PRODUCTS & SERVICES TO ALL MEMBERS
SPECIFIC ACTIONS INCLUDE: •
Implement membership retention, recruitment and engagement plans
•
Deliver programs and platforms to strengthen member relationships
OBJECTIVES: •
Continuously improve members services through research, data, networking, and leadership opportunities.
•
Communicate effectively and efficiently with members.
•
Provide exclusive benefits, products and services directly and through key partners and sponsors.
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•
Develop partnerships to improve member’s needs
•
Provide members with local and specialist resources
SPECIFIC OUTCOMES INCLUDE: •
Community platform for members
•
Improved CRM for better member interaction
•
Increased customer referrals to members
•
More value adds for members
RESEARCH AND EDUCATION DEVELOPMENT OF OUR PROFESSIONS AND INDUSTRY
SPECIFIC ACTIONS INCLUDE: •
Maintain and develop a leading Registered Training Organisation delivering a full range of training options
OBJECTIVES:
•
Publish industry data analysis and trends
•
Develop education and recognition programs that meet industry needs and emerging requirements
•
•
Develop professionals by facilitating diverse career paths.
•
Be the primary research and information source for our industry.
•
•
Provide confidence and recognition in pool and spa products, services, skills and trade.
•
Promote industry as a career destination of choice
SPECIFIC OUTCOMES INCLUDE: Deliver trade qualifications, licensing pathways and development opportunities Programs that attract, train and retain talent for our members •
Recognised industry reporting and best practice on items including safety, services and trends
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REPRESENTATION ADVOCATE RESPONSIBLE OUTCOMES FOR MEMBERS AND THE COMMUNITY
OBJECTIVES: •
Be the voice for the pool and spa industry
•
Lobby authorities on behalf of members
•
Advocate for responsible policy outcomes
•
SPECIFIC ACTIONS INCLUDE: •
Review and implement the advocacy workplan
•
Position members as a professional and responsible trade benefiting the community
•
Policy delivered through promotion, protection and collaboration
SPECIFIC OUTCOMES INCLUDE: •
Key messages for each stakeholder group, including position statements on key topics
•
SPASA to be the go to organisation for standards, relevant committees, education and sustainability in the industry
•
Membership driven policy development
Publish best practice guidelines
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PROMOTION TO MARKET MEMBERS AND OWNERSHIP OF A POOL AND SPA
OBJECTIVES: •
Promote a positive view of pool and spa ownership and lifestyle
•
Increase the recognition and respect of the professions that deliver their products and services
•
Direct more customers to our members
SPECIFIC ACTIONS INCLUDE: •
Consistently improve marketing and communications plan
•
Grow major brands so as to achieve year-round promotion of the pool and spa industry
•
Increase promotional activities targeted towards consumer
SPECIFIC OUTCOMES INCLUDE: •
Maintain SPASA Australia as the peak industry body
•
Increase recognition of SPASA membership status by consumers
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Members prefer members program
•
Promote 25/25 roadmap
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CORPORATE SERVICES CONSISTENT IMPROVEMENT ENSURING AN EFFECTIVE ASSOCIATION
OBJECTIVES: •
Be financially sustainable, ethical, socially and environmentally responsible
•
Provide an efficient and effective group of professional people representing members
•
SPECIFIC ACTIONS INCLUDE: •
Operate a well-governed association that adopts best practice to benefit members
•
Create pathways/succession plan to develop our board, staff and future leaders
•
Develop and implement expansion and acquisition plan
SPECIFIC OUTCOMES INCLUDE: •
Improve effectivenss and efficiency of member support
•
Qualified and skilled board and staff ensuring the future of the Association
•
Ongoing expansion to promote the pool and spa lifestyle
Preserve and strengthen the association
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ORGANISATION SUPPORT SPASA IS STRUCTURED TO ENHANCE FOCUS, COLLABORATION AND COMMUNICATION TO MAXIMISE BENEFIT TO MEMBERS.
SPASA.COM.AU PSOEXPO.COM IRLEARNING.COM.AU MEMBERS@SPASA.COM.AU 1300 021 482 COMMUNITY PLATFORM SOCIAL MEDIA
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