Strategic Plan 2024-2029

Strategic Plan 2024-2028

APPROVED BY THE BOARD OF DIRECTORS February 11, 2024

UPDATED JUNE 11, 2024

About AOAP’s Strategic Plan

Established in 2011, the Association of Aquatic Professionals is a 501(c)3 Non-Profit Corporation run by an all-volunteer Board of Directors, full-time Executive Director, full-time Assistant Director and part-time Deputy Director

AOAP exclusively promotes and advocates policies, practices and procedures that contribute to safe and improved aquatic education, aquatic recreation activities, programs and facilities; provides and supports quality aquatic education opportunities; coordinates and conducts research in the field of aquatic management and safety, promotes coordination and cooperation between established aquatic associations responsible for all aspects of aquatic programming, aquatic management, aquatic operation and maintenance and aquatic facility design As well as providing an annual conference and educational workshops for communities on drowning prevention and education.

In an effort to support the Association’s Mission, Vision & Values, the Board of Directors worked with an independent consultant throughout late 2023 and early 2024 to establish strategic goals and objectives to carry the Association through 2028. This document is designed to share those goals and objectives and update our membership on their progress.

Table of Contents

Our Mission, Vision & Values

Addressing Our Strengths

Goal 1: Provide marketing reinforcing the benefits provided to the aquatics industry, and how AOAP can connect members to information and vendors that can help them deliver their services

Goal 2: Provide members networking and mentoring opportunities both at the annual conference and throughout the year. Create programs such as “Ask an Aquatic Veteran”, “Aquatic Program Brainstorming”, or “Aquatic Facility Maintenance Support Group” to help transfer knowledge between the varied generations of aquatic professionals and to engender an appreciation for each generation

Goal 3: Seek at least three additional partnerships with aquatic vending or supporting industries for cross-benefit marketing and financial backing.

Addressing Our Weaknesses

Goal 1: Explore grant opportunities to support AOAP services, and create a grant plan identifying grants and grant narratives to increase funding

Goal 2: Expand opportunities and invitations for general membership involvement on AOAP Committees.

Goal 3: Expand membership through retention and new members acquisition

Addressing Our Opportunities

Goal 1: Develop heat maps to identify membership gap opportunities including regions to support future conferences and areas that may need additional management/effort

Goal 2: Extend partnerships

Goal 3: determine if AOAP fees are competitive in the market space and present a good value proposition.

Addressing Our Threats

Goal 1: Create a staff succession / replacement plan by the end of 2024.

Goal 2: Create a board succession / replacement plan by the end of 2025

Goal 3: Create outreach program for private sector providers (lifeguard management companies, HOAs, privately held facilities)

Addressing Political, Economic, Social, Technological and Environmental Issues

Goal 1: Track general policy changes at the state and national level that affect aquatic facility operations

Goal 2: Complete a study on members’ organizational training funding to include travel/training budgets, conference attendees perceived value of attendance, and what new knowledge attendees applied to their facilities

Goal 3: Create a survey/study on past conference attendees who have not returned to find out why

Goal 4: Complete an assessment on the membership to determine if there are underrepresented groups and what the barriers are to their membership and participation in AOAP.

Develop a list of action steps to assist in removing barriers

Goal 5: Ensure inclusion and focus on new technologies for systems and management in AOAP products.

Goal 6: Create a conference track for sustainable aquatic operations that includes alternative energy sources, waste management, and water conservation

Our Mission, Vision & Values

Our Mission

We believe in promoting and supporting the aquatic profession through advocacy, research, and education on aquatic issues and to provide a common forum for members, educators, and aquatic suppliers that contributes to their professional advancement

Our Vision

The AOAP will be the leading organization representing aquatic professionals in advocacy, education, research, and professional collaboration. This means that the AOAP will promote:

Advocacy by getting ahead of issues and being an agent to favorably managing change affecting the aquatic industry, providing a consistent message, provide a respected and credible influence on aquatic issues, create elevated awareness for areas of concern, and presenting positions that are publicly valued

Education by increasing public awareness of the aquatic field, raising aquatic safety awareness, hosting compliant facilities training, demonstrating aquatic activities return on investment, and hosting forums to present non-biased information to the

public and legislative bodies

Research promotion of current, fact-based solutions (scientific process) on aquatic issues and solutions, coordinate the investigative process that establishes resources to initiate innovation and better aquatic business practices

Professional Collaboration by providing a forum promoting an inclusive networking environment that fosters open idea exchanges, supportive relationships, shared goals, leadership development, and consensus building

Our Values

We care about our members, our profession, and the customers our members serve. We do this with integrity, respect, trustworthiness, and dedication to egoless, purposebased leadership

Addressing Our Strengths

The

Team

Current Members

Chair - Donita Grinde-Houtman, Derby Recreation Commission

Member - Ashley Ingram, University of Memphis

Member - Manda Groff, Gwinnett County Parks & Recreation

Member - Kate Connell, HydroApps

Goal 1

Provide marketing reinforcing the benefits provided to the aquatics industry, and how AOAP can connect members to information and vendors that can help them deliver their services.

Outcome Statement: Increase member and non-member knowledge about the resources AOAP can offer, how AOAP serves the aquatic community, the various platforms available through AOAP to connect with vendors, and opportunities to to support growing aquatics programming in their communities.

Resources

Staff

AOAP Board of Directors

Member Engagement Committee

Tasks

List out benefits and resources AOAP provides to to aquatic professionals and how those resources support the industry and individual.

Create highlights and social media posts to promote partners, sponsors and vendors

Create a portal to connect members with industry-specific vendors

Create a timeline and schedule for marketing posts.

Continue to promote members attending monthly membership meetings and offer an opportunity for vendors to connect with members during those meetings

Increase attendee and exhibitor registration for the annual conference

Goal 2

Provide members networking and mentoring opportunities both at the annual conference and throughout the year. Create programs such as “Ask an Aquatic Veteran”, “Aquatic Program Brainstorming”, or “Aquatic Facility Maintenance Support Group” to help transfer knowledge between the varied generations of aquatic professionals and to engender an appreciation for each generation.

Outcome Statement: Aquatic professionals have opportunities for connection to grow knowledge, create connections, and reduce burnout.

Resources

Staff

AOAP Board of Directors

Professional Development Committee

Tasks

Implement updated mentor program.

Offer a mentor / mentee connect opportunity at Conference or virtually

Add an “Ask a Veteran” portion to the month membership meeting with prescheduled industry experts.

Create online chat options.

Utilizing former and current board members and industry leaders, secure at least 12 mentors

Create a yearly plan with mentor program roll out, meeting dates, etc

Goal 3

Seek at least three additional partnerships with aquatic vending or supporting industries for cross-benefit marketing and financial backing.

Outcome Statement: AOAP developed new partnerships with vendor and supporting industries and increased our financial and marketing support

Resources

Staff

AOAP Board of Directors

Current AOAP Partner Organizations

Tasks

Develop a list of current partnerships and what we provide and receive and continue to reinforce those relationships.

Identify potential partners in the private sector including travel, sports tourism, etc Research other organizations and publications with whom we can partner

Addressing Our Weaknesses

The Team

Current Members

Chair - Cory Hilderbrand, City of Irvine

Member - Gwen Willcox, City of Temecula

Member - Amy Smith, American Red Cross

Member - Bill O’Melia, Drennen’s Dreams

Goal 1

Explore grant opportunities to support AOAP services, and create a grant plan identifying grants and grant narratives to increase funding.

Outcome Statement: A grant plan has been created to map out grant identification, grant narratives, and data needed for grant applications

Resources

Staff

AOAP Board of Directors

Tasks

Research grant opportunities and create database of possible applications relating to AOAP goals and operations in cooperation with the Assistant Director.

Speak with like organizations who have successfully obtained grants in cooperation with the Assistant Director

Identify best opportunities for applying

Goal 2

Expand opportunities and invitations for general membership involvement on AOAP Committees, and create project tracking sheets.

Outcome Statement: AOAP general membership has been tracked to increase participation by general membership on AOAP committees (except Governance) and is reported monthly

Resources

Staff

AOAP Board of Directors

Executive Committee

All Committee Chairs

Member Engagement Committee

Tasks

Educate general membership on committees and the role they play in AOAP through annual conference presentations and monthly meetings

Create detailed weekly social media campaign to encourage general membership to apply

Identify meaningful projects for each committee for general membership support.

Outline specific duties and expectations of each committee member

Report monthly to the Board of Directors regarding member participation

Goal 3

Expand membership through retention and new member acquisitions.

Outcome Statement: Association membership has increased by 25% from 2023 to 2029.

Resources

Staff

AOAP Board of Directors

Executive Committee

Member Engagement Committee

Tasks

Identify existing aquatics organizations with whom to partner

Identify untapped areas to better promote AOAP such as Summer Swim Leagues, Camps, Country Clubs, and HOAs.

Continue general membership monthly meetings with a focus on how to make meetings more engaging and informative

Create a survey to engage membership and identify member needs for ongoing training and support.

Addressing Our Opportunities

The

Team

Current Members

Chair - Courtney Clay, City of Mesa

Member - Bob Bradley, City of Raleigh

Member - Bob Kappell, Prominent

Member - SJ Idel, StarGuard

Goal 1

Develop heat maps to identify membership gap opportunities including regions to support future conferences and areas that may need additional management or effort.

Outcome Statement: Membership gaps/hotspots have been identified using heat maps, and additional AOAP resources have been assigned to effectively and efficiently locate conferences and workshops

Resources

Staff

Tasks

Pull AOAP membership data COMPLETE

Create a heat map of North America using AOAP data to identify gaps/hotspots in membership based on type of membership, facility type, age and location

Goal 2

Expand partnerships.

Outcome Statement: Influence and greater revenue have been realized by increased membership, expansion of services, and additional professional visibility from new partnerships.

Resources

Staff

AOAP Board of Directors

Current Partners

Tasks

Collect current list of AOAP partners to evaluate status and define / categorize.

Identify strategic needs within current partnerships.

Develop processes for onboarding new partners

Identify new partnership targets

Secure new partnerships.

Goal 3

Determine if AOAP fees are competitive in the market space and present a good value proposition.

Outcome Statement: AOAP has a competitive fee structure that provides appropriate value to its customers without losing financial opportunity.

Resources

Staff

AOAP Board of Directors

Tasks

Get current fees from AOAP.

Compile a list of competitors and collect their fee structures to compare to AOAP fees

List AOAP revenues versus expenditures

Compile and compare membership benefits between all competitors and evaluate against AOAP

Make a proposal for 2026 fee modifications to the Board

Addressing Our Threats

The Team

Current Members

Chair - Craig Merkey, Penn State Harrisburg

Member - Helena Machado, Arlington Public Schools

Member - Bill Frazier, Massanutten Resort

Member - Joey LaNeve, Town of Queen Creek

Goal 1

Create a staff succession / replacement plan by the end of 2024.

Outcome Statement: A succession / replacement plan for leadership and operation staff has been established so that the organization can continue to remain sustainable, successfully grow and serve the aquatics community

Resources

Staff

Executive Committee

Tasks

Recruit, hire and onboard for new position. COMPLETE

Involve new role in conference development, planning & operations

Establish key processes for all leadership & operational roles

Create redundancies for mission critical operations (financial, partnerships, etc.) with appropriate safety considerations

Establish regular review of Association operations and succession planning so that it remains up-to-date

Create key process documentation for annual review, Standard Operating Procedures including meeting notes, minutes, partnerships and conference hotels

Create a central data hub for all leadership and operational documentation.

Goal 2

Create a board succession / replacement plan by the end of 2025.

Outcome Statement: A systematic process has been created that facilitates a way to successfully recruit and place engaged committee and board members to support the mission and vision of AOAP by December, 2025.

Resources

Staff

AOAP Board of Directors

Tasks

Create a plan to consistently share history, mission & vision of organization with members

Actively recruit members who represent all member organizations (industry verticals, regions and generations).

Create a job ladder / path to board member document that can be shared with members

Evaluate current basic requirements for board members and refine or adjust if needed.

Publish job ladder / path

Goal 3

Create outreach program for private sector providers (lifeguard management companies, HOAs, privately held facilities).

Outcome Statement: A clear plan to connect with and recruit members from private sector providers has been deployed and has increased private sector memberships by 50% by the end of 2025

Resources

Staff

AOAP Board of Directors

Member Engagement Committee

Professional Development Committee

Tasks

Define "private sector providers" so that there is a clear target. Identify who is missing within our current membership make-up

Evaluate current private sector members and establish a member goal

Identify potential members.

Utilize marketing and to create an outreach plan for potential members.

Review growth in membership and conference registration annually, and re-evaluate goal for the coming year

Survey private sector members and attendees to identify any gaps in education to prepare for 2026 conference.

Update marketing plan and target organizations

Addressing Our PESTLE Strategy

Current Members

ChairMember -

MemberMemberThe Team

Goal 1 - Political Strategy

Track general policy changes at the state and national level that affect aquatic facility operations.

Outcome Statement: The AOAP membership is provided with a central resource to identify upcoming legislation or code revision in a way that helps them influence legislation to improve aquatics operations

Resources

Staff

Current Partners

Tasks

Leverage partnership with CMAHC to better educate members of updates and supporting documentation.

Include a legislative section in the AOAP Weekly COMPLETE

Goal 2 - Economic Impact

Complete a study on members’ organizational training funding to include travel/training budgets, conference attendees perceived value of attendance, and what new knowledge attendees applied to their facilities.

Outcome Statement: Data was gathered on member's training funding/budgets, their perceived value of attendance and how they applied the knowledge to their facilities

Resources

Staff

AOAP Board of Directors

Membership

Tasks

Create survey questions for conference attendees

Review and compile data.

Evaluate how to implement data to operations

Create survey questions for those who didn't attend conference

Goal 3 - Economic Impact

Create a survey/study on past conference attendees who have not returned to find out why.

Outcome Statement: Data was gathered into a report that details why previous members have dropped from the association and outlines at least three actions to take to improve member retention.

Resources

Staff

Member Engagement Committee

Tasks

Create a survey to gather data and or testimony

Quantiative vs. qualitative vs. anecdotal

Goal 4 - Social Impact

Complete an assessment on the membership to determine if there are underrepresented groups and what the barriers are to their membership and participation in AOAP. Develop a list of action steps to assist in removing barriers.

Outcome Statement: Based on collected data AOAP implemented action steps to remove barriers to increase underrepresented groups participation

Resources

Staff

AOAP Board of Directors

Diversity and Inclusion Committee

Tasks

Complete an assessment of current membership demographics

Add demographic information to the membership process.

Track self-identified abilities, diversity

Identifying ambassadors to outreach to under-represented groups

Goal 5 - Technological Impact

Ensure inclusion and focus on new technologies for systems and management in AOAP products.

Outcome Statement: New technologies for management and mechanical systems are a focus in AOAP media and offerings

Resources

Staff Board of Directors

Conference Education Committee

Tasks

Identify new technologies

Present to Executive Director, Conference Committee and Assistant Director for inclusion in media and events.

Goal 6 - Environmental Impact

Create a conference track for sustainable aquatic operations that includes alternative energy sources, waste management, and water conservation.

Outcome Statement: Sustainable aquatic operations track is created and added to the 2025 conference speaker recruitment efforts

Resources

Staff

AOAP Board of Directors

Diversity and Inclusion Committee

Tasks

Identify vendors and SME in the above areas to create presentations meeting this track

Identify research being done in the above areas to develop a contact list for SMEs

Create potential speaker list with potential presentations.

Work with speakers on conference session proposals.

Sustainable Aquatics Operations Track created

Email: info@aquaticpros.org

Website: www.aquaticpros.org