3. STRATEGIC PLAN 2016-17 2
Leadership
President: Susan Sayers
With the 2016-2017 Board Year, the PSAMA is gearing up with
planning many exciting and engaging marketing events for the year
ahead and having marketing professionals actively participate in the
PSAMA community and become engaged in the organization.
As the premier marketing association in the Puget Sound we look to
be the voice of marketing in our area and to present marketers with
the best resources to help advance their careers.
Our 2016-2017 Executive Board has great depth of marketing
experience and talent. The Board has largely remained intact
through the transition from the 2015-2016 to the 2016-2017 Board
Year. Through their expert leadership, the organization has really
grown and evolved as we have forged closer ties within the Puget
Sound marketing community. In the year ahead we are looking to
continue making this organization top of mind as to the “go to”
place for cutting-edge marketing events and marketing thought
leadership in the Puget Sound area.
PSAMA CHAPTER VISION
The PSAMA exists to advance the careers of all marketing professionals in the Puget
Sound. The PSAMA is the Puget Sound’s only professional marketing association that
encompasses every aspect of marketing. While others focus on specific segments, we
provide participants with a broad perspective and connections to the region’s largest,
most diverse network of marketing professionals.
PSAMA CHAPTER MISSION
The mission is to advance the careers of all marketing professionals in the Puget Sound
through professional education, events networking resources, industry news, and job
opportunities. In short, we want to help marketers to LEARN, NETWORK, and GROW.
4. STRATEGIC PLAN 2016-17 3
The PSAMA is the hub of the Puget Sound Marketing
Community.
PSAMA ORGANIZATION FOUNDATION
The PSAMA was founded in 1944 and has had a long and illustrious tradition of serving
the marketing community in the Puget Sound and being recognized as a leading
professional organization within our region.
5. STRATEGIC PLAN 2016-17 4
PSAMA’S 2016-2017 TOP STRATEGIC GOALS
o Better serve our current members
o Increase membership to a total of 565 by the end of 2017 and
retain current membership by 50%
o Improve our financial position to 2015 level
o Work as a team to create a stronger organization and achieve
common goals
o Hold over 22 events that break even or make money with an
increase in satisfaction rates
BHAG 5-YEAR PLAN – 1,000 MEMBERS BY 2021
1 to 2 YEAR MILESTONES
• Strategic alignment between departments
• Have a Consistent Message
• 565 members at end of 2017 (increase retention rate)
• Reach out to new audiences
• Break even on lunch events; make a profit on large events such as Pulse and
MarketMix
• Sell out every event
• One big signature event per quarter
• Revenue goal
LEADERSHIP GOALS
Goal 1: To elevate the PSAMA brand to greater regional prominence and recognition
by positioning us as the premier marketing association and the #1 go-to place for
marketing information and events. We should be an aspirational brand that people
want to associate with and be part of our marketing community.
Goal 2: To deliver high-quality Event Programming which meets our member’s needs
and interests with cutting-edge programming topics and themes, leading to increased
attendance at events. Current plan shows a portfolio of 24 events including monthly
luncheons/breakfasts (Seattle/Bellevue, South Sound, and Healthcare), networking
events, mentoring events, Market Mix 2017, and Pulse Awards.
6. STRATEGIC PLAN 2016-17 5
Goal 3: Increase financial profitability from our event line-up with our keynote Signature
Events (Market Mix and Pulse Awards) being the primary profit drivers.
Goal 4: Generate increased traction with our Sponsorship program. We have added
increased major horsepower to our Sponsorship Committee and are counting on
delivering significantly greater bottom line dollars with the program versus prior years.
Goal 5: To ensure that current members and prospective members see the value of
joining the organization and that membership in the AMA/PSAMA delivers lasting value
and rewards throughout the year. Increasing communication through the new website
will highlight the value the organization delivers.
Goal 6: To improve member retention through increased engagement with our
organization as a whole, by enticing more members to get involved on our Committees
as Volunteers, and by having a dialog with us through our social media channels.
Goal 7: To successfully execute launch of the new brand (American Marketing
Association Puget Sound) through a seamless transition by April 2017 at our Market Mix
conference.
Goal 8: To improve communication of events by promoting them sooner (minimum of
60 days in advance) and leveraging the best channels for promotion. Utilize the newly
launched website to efficiently promote new events.
Goal 9: To build momentum behind both the Mentoring Program and our Collegiate
Relations program. With Mentoring, we should be encouraging members to take
advantage of becoming both Mentors and Mentees for career and leadership growth.
With Collegiate Relations, we need to ensure our student members feel fully engaged
with the organization as they transition into becoming your professionals.
Goal 10: To reinvigorate the Networking Committee and feature fun and casual mix and
mingle events where people can connect and establish long-lasting professional
relationships.
And finally, we need to be open to feedback and to really listen to suggestions from
our members on how to make the organization better!
7. STRATEGIC PLAN 2016-17 6
SWOT ANALYSIS
Strengths
o Overall industry momentum
o Strong and enthusiastic board
o Large local membership
o Broad sponsorship base
o Breadth and placement of our
membership
- Industry relationships
o E-Newsletter
o PSAMA Reputation
o Long history of tradition
o Strong operational support
o Healthcare Industry
o Mentoring program
o MarketMix/Pulse
o Student Chapter
Weaknesses
o Website and content
- Not a good members' only plan
- No job board
o Social media
o Number of volunteers
o Lack of clear strategy & positioning
- Target Market Identification
o Programming – 2 months empty &
cancellation, attendance
o Eastside vs Seattle geography
o Member retention rates
o Lack of cost effective venues
o Cost of membership and value
proposition
Opportunities
o New Marketers moving into the
area
o Sponsorship
- Opportunity of growth in cash
sponsors
- Sponsor turnover
o AMA re-brand
o Leverage existing membership base
o Opportunity for continuing
education
o Workforce mobility
o New SIGs
o Consulting marketing organizations
o Mentorship
o Group membership & large
organizations
o Strong Financial Position
o Working w/ other professional org’s
o Economy in Seattle
o Unified collateral
o Value Prop for students
o Integration – collegiate movement
o Digital Members
Threats
o Lack of member engagement
o Media Journals' have lower priced
competition
o Competitors can create likeminded
programming
o AMA franchising
o AMA selling sponsorship in our
territory
o “Free” Networking Marketing
Online
o Other benefits/Aside events
o Death of Professional Organizations
o Other priorities for board members
8. STRATEGIC PLAN 2016-17 7
Communications
VP of Communications: Emily Trickey
OBJECTIVE:
Provide relevant and engaging content and experiences to PSAMA
members and the Puget Sound marketing community.
COMMUNICATION GOAL 1: Increase event attendance and sell out half
of the PSAMA events by utilizing communications to support and
market all PSAMA events and program through July 2017.
TACTICS
o Develop overarching process document for Programs and Sponsorship
to provide detailed event information 90 days before monthly events.
§ Responsibility: Emily and Laura
§ Benchmarks: Process document to be created in August 2016
o Develop detailed marketing plans and event briefs for each event with
communication tactics and channels, frequency and dates for
communications at least 60 days before monthly luncheons and 90 days
before MarketMix and Pulse Awards.
§ Responsibility: Emily to create marketing plan template. Event
Marketing Managers to create detailed plans in conjunction with
Emily.
o Post events and engaging content focused on the event on PSAMA
social media channels. Test which social channel is the top performer and
optimize future campaigns to increase registrations.
§ Responsibility: Chris and Michael
§ Benchmarks: Every month review campaign results and optimize
for the following month, starting with August 10 luncheon. Report
on campaign results on a monthly basis.
COMMUNICATION GOAL 2: To successfully launch the new AMAPS
brand by April 2017.
9. STRATEGIC PLAN 2016-17 8
TACTICS
o Recruit brand manager volunteer to lead brand launch and organize
small steering committee
§ Responsibility: Jackie
§ Benchmark: Have volunteer in place by end of August 2016
o Develop plan to launch brand (which is the Phase 1 of the plan) focused
on preparation including the communications plan, inventory list,
timeline, etc.
§ Responsibility: Brand Manager
§ Benchmark: Have plan in place by November 2016
o Design and implement the new brand (which is Phase 2 of the plan)
focused on development including the creative brief, kickoff meeting,
design, asset development and testing.
§ Responsibility: Brand Manager
§ Benchmarks: Have complete by March 2017
o Execute the launch of the new brand that includes preview with
stakeholders, launch event and execution of communications plan.
§ Responsibility: Brand Manager
§ Benchmarks: Have complete by April 2017
COMMUNICATION GOAL 3: To increase engagement with members and
nonmembers through PSAMA communications by increasing social
media followers and post engagement by 10%, increasing website
traffic by 5%, increasing email open rate by 5% and increasing email
click through rate by 4% by July 2017.
TACTICS
o Create high-level editorial calendar focused on monthly topics to address
on PSAMA communication channels.
§ Responsibility: Don, Laura, Chris and Michael
§ Benchmarks: Editorial calendar in place by September and
updated on monthly basis.
o Strategically integrate all communication channels by developing a
strategy and detailed plan for each channel.
10. STRATEGIC PLAN 2016-17 9
§ Responsibility: Social = Chris and Michael, Email = Sara,
Website/Blog = Laura
§ Benchmarks: Strategy and plans in place by September, track
progress against plans on monthly basis and hold monthly team
meetings to align on progress.
o Provide engaging, interesting and diverse marketing and industry
content focused on trends, tips and tricks, insights, webinars, etc. on
PSAMA channels including social media, email and website.
§ Responsibility: Social = Chris and Michael, Email = Sara, Website
= Laura
§ Benchmarks: Start in August and provide monthly updates on
content performance, optimize every month
o Leverage new website by building out original content program and new
members section
§ Responsibility: Laura
§ Benchmarks: Create pool of content contributors, identify
strategic approach to member section
11. STRATEGIC PLAN 2016-17 10
Website
VP of Website: Laura Figueroa Ware
OBJECTIVE:
Utilize the newly redesigned PSAMA website as a strategic vehicle to engage
members, prospects and sponsors in the organization and our programs.
WEBSITE GOAL 1: Demonstrate expertise by developing original
content program to be showcased on website.
TACTICS
o Create editorial calendar, closely aligned with events, to plan content
needs and secure contributors.
• Responsibility: Laura
• Benchmarks: Calendar complete by September 2017
o Develop database of contributors with subject matter expertise,
including members and sponsors
• Responsibility: Laura
• Benchmarks: Database complete by September 2017
o Establish editorial submission guidelines to provide standards to
contributors
• Responsibility: Laura
• Benchmarks: Database complete by September 2017
WEBSITE GOAL 2: Increase meaningful website traffic steering people
to events, volunteer opportunities and other ways to involve
members and prospects.
TACTICS
o Promote newly launched website to contact database to generate
excitement and drive users to the site.
• Responsibility: Laura and Emily
• Benchmarks: Promote site throughout August 2017
o Promote new content on website through social media and e-marketing
efforts.
• Responsibility: Laura and Conor (committee volunteer)
12. STRATEGIC PLAN 2016-17 11
• Benchmarks: Provide promotional content to communications
committee each month
o Analyze site traffic to gauge alignment with promotions, seasonal, etc.
• Responsibility: Jacob (committee volunteer)
• Benchmarks: Provide monthly analytics report at board meetings;
work with Emily to create dashboard of all communications efforts
and impact on participation
WEBSITE GOAL 3: Develop a members-only section of the website as
a value add to membership and a way to encourage new members
to join, pending budget approval.
TACTICS
o Develop plan to outline features for new member section based on
board feedback and member input.
• Responsibility: Laura, Frank, Ananda
• Benchmarks: Plan in place by September 2017
o Identify methods to obtain key content, such as speaker presentation
• Responsibility: Laura, Frank, Ananda
• Benchmarks: Protocols in place by October 2017
o Design and implement the member section.
• Responsibility: Laura, Frank, Ananda
Benchmarks: Launch October-November 2017
13. STRATEGIC PLAN 2016-17 12
Programming
VP of Programming: Frank Chenn
OBJECTIVE: Develop an integrated series of educational programs
and events that increase membership participation, retention, and
drive awareness to prospective new members.
PROGRAMMING GOAL 1: Plan and deliver cost-effective events and
programs during the 2016-2017 calendar year
TACTICS
-‐ Marketing Luncheons:
o Planned Luncheons
§ Marketing Luncheons: 8
§ Healthcare Luncheons: 2
§ South Sound Events: 4
§ Social / Networking Events: 4
§ Pulse Awards 2016: November 3rd
, 2016
§ MarketMix 2017: April 25th
, 2017
§ Mentorship Events: 4 tentatively planned; may be integrated with
networking
o Budget
§ Averages across luncheon events reinforce a break even or slight
profit based on historical data
§ Ticket sales drive breakeven profit levels
§ Increased sponsorship required to support profit scenarios
-‐ South Sound Events:
o Estimate: $500
§ Ticket sales estimated to cover costs of day event expenses
§ 3rd
party sponsorship required to create breakeven or cash
positive results
§ South Sound has already secured sponsors for existing October
event equating to cash positive estimates
-‐ *Social / Networking Events:
o Estimate: ($1,600)
14. STRATEGIC PLAN 2016-17 13
§ Budget: $400 / event x 4 events: ($1,600)
§ 3rd
party sponsorship required to create breakeven or cash
positive results
o Pulse Awards 2016
§ Estimate: $5,000 - $10,000
§ See Pulse 2016 Plan details
o MarketMix 2017
§ Estimate: $10,000 - $20,000
§ See MarketMix 2017 Plan details
o Mentorship Events: 4
§ Estimate: ($1,200)
• Budget: $400 / event x 4 events: ($1,600)
• 3rd
party sponsorship required to create breakeven or cash
positive results
• To manage overall costs; we may need to integrate
Mentor events with Social or Membership events
PROGRAMMING GOAL 2: Increase existing membership participation
at live events by 5 to 10% annually.
TACTICS
o Improve relevancy of subjects, topics and materials shared at events
o Improve quality of subject matter expert / speakers
o Get more than one third of existing members to a live event
o Support membership retention efforts across all committees
o Define programs and speakers earlier
o Schedule events earlier; lockdown overall events early in calendar year
o Executing marketing programs earlier; with at least 90 days when promotion
begins
o Leverage new web channels: PSAMA.ORG, MM17, Pulse16, Mentorship
o Reach new audiences via sister chapters and eco-system organizations such
as the PRSA
15. STRATEGIC PLAN 2016-17 14
PROGRAMMING GOAL 3: Develop new Programs Committee
structure.
TACTICS
o Develop strategies and tactics to support our new board structure; with tiered
leadership and reporting requirements
o Create and inspire new “team oriented approach” to programs committee
services
o Organize and document existing and new materials to support evolving plans
o Organize team members based on talent, skill and availability
o Create “transitional support team members” to better adapt to a growing
range of live events and activities
o Work with all VP Chairs to create strategies and tactics in support of individual
events, activities and marketing programs
o Create marketing strategies and tactics to support each event or program
o Drive integrated messaging, branding, storytelling, and value-added content
across all programs
16. STRATEGIC PLAN 2016-17 15
Pulse Awards
VP of Programming: Frank Chenn
OBJECTIVE:
Increase awareness and participation in event to drive overall PSAMA
engagement and membership
Event Overview
The PSAMA Pulse Awards, which will be held November 3, 2016, will recognize
outstanding marketing programs based on a combination of marketing strategy,
creative execution, collaboration, and business results. This year’s awards, held
at Sodo Park, will focus on a celebration of the region’s talent and our success as
a community. The 2016 Pulse Awards will be judged by a panel of marketers
recognized for their thought leadership in the given category, and one
campaign will be chosen by event attendees and online participants as the
People’s Choice Award for Best in Show.
Main Awards Categories Include
• Branding
• Email
• Integrated
• Internal Marketing/Branding
• Mobile Experience
• Print
• Video & Motion Design
• People’s Choice – voted at show from best 5 submissions determined by
judges.
Timeline
Deadline for entry: September 16, 2016
Deadline for judges voting: October 7, 2016
Deadline for ticket purchase: October 27, 2016
Team
Pulse Chair – Melissa Miller
Sponsorship/Sales Lead
Website Lead
17. STRATEGIC PLAN 2016-17 16
Event Project Manager
Marketing Project Manager
Submissions/Judging Lead
PULSE GOAL 1:
Attract a minimum of 130 - 150 attendees
PULSE GOAL 2:
Increase participation in submissions by 25%
PULSE GOAL 3:
Increase online engagement year over year
TACTICS
• Establish Pulse Chair as year round position – engage early and
often – driving awareness, community involvement, sponsorship,
submissions, and attendance
• Set clear roles/responsibilities for Pulse Committee and separate
event ownership from marketing ownership at execution level
• Develop and Launch new Pulse website with improvements to
submittal process and emphasis on content created from sponsors,
submissions, thought leaders
• Identify a venue and develop day of event programming that is
both professional and unique to its competition
• Create and execute messaging and strategy that is congruent with
overall Program Plan
BUDGET
Revenue Projections
o Ticket + Entry fee Sales: $20,000 - $30,000
o Sponsorship: $5,000 - $15,000
o Total Receipts (from above): $25,000 - $45,000
o Costs (including venue, food, beverage): ($20,000)
o Estimated Income: $5,000 – $25,000
18. STRATEGIC PLAN 2016-17 17
MarketMix
VP of Programming: Frank Chenn
Event Overview
PSAMA will host the 12th
Annual MarketMix 2017 Event on April 25th
, 2017
(tentative date). The one-day conference is the premiere marketing event in the
Pacific Northwest. This year, we will introduce fresh content and educational
opportunities for guest speakers and our membership to get further involved.
Industry thought leaders and expert marketers will share their stories with our
audience of over 300 Puget Sound business professionals, educators, and
sponsors.
Event Details
• Full Day Education Event
• Over 30+ Knowledge Expert / Guest Speakers
• 3 Keynotes
• 12 Breakout Sessions
MARKETMIX GOAL 1: Attract 280 - 300 attendees
TACTICS
o Begin planning for event earlier; in August - September 2016
o Plan, design and build new launch MarketMix Website in Q3-Q4 2016
o Website Launch Release 1.0 in Q4 2016
o Drive “Awareness” for Event + Call for Speakers
o Prepare 16-20 week integrated marketing program
o Create new “Speakers Kit” in collaboration with Design + Speaker
Liaison team
BUDGET
Revenue Projections
o Ticket Sales: $45,000 - $50,000
o Sponsorship: $10,000 - $15,000
o Total Receipts (from above): $55,000 - $65,000
o Costs: ($45,000)
o Estimated Income: $10,000 - $20,000
19. STRATEGIC PLAN 2016-17 18
MARKETMIX GOAL 2: Create + Publish Value Added Content
TACTICS
o Increase membership value through the creation and publishing of
subject matter expert stories and How2 educational content
o Work with “Speaker Liaisons” to promote our new offerings
o Develop integrated strategy and tactics to leverage content in multiple
formats and across multiple marketing channels (WEB, Email, across
integrated PSAMA WEB channels)
o Promote new materials via MM17 WEB, PSAMA.ORG,
PSAMA.ORG/Mentoring, and Pulse.org WEB channels
o Develop integrated marketing program; spanning Tuesday email
update + Social channels
MARKETMIX GOAL 3: Increase Sponsorship Revenue
TACTICS
o Increase sponsorship revenue beyond 2017 levels
o Target estimated $15,000 in sponsorship + advertising revenues
o Develop integrated strategy and tactics with Sponsorship Committee
o Begin promotions and sales earlier; target Q1 2017 for launch
o Establish monthly check points with Sponsorship to drive plan results
MARKETMIX GOAL 4: Hold a MarketMix 2017 Pre-Social Event
TACTICS
o Create MarketMix 2017 Pre-Social Event; 1 of the 4 planned Social
events
o Increase membership value by delivering integrated social experience
o Work with new Social sub-committee to plan strategy and tactics
BUDGET
- Leverage $400 Social Committee budget; allocate per Social event
o Sponsorship investment required to put on larger event
o Detailed plan to be developed
20. STRATEGIC PLAN 2016-17 19
Member Relations
Membership VP: Ananda Siverts
OBJECTIVE:
Create an efficient Member Relation Committee that has a cohesive
strategy with volunteering, mentorship, and collegiate relations that
positively drives new membership acquisition and improves retention
rates.
MEMBER RELATIONS GOAL 1: Increase total membership to over 500
paying chapter members by the end of 2016.
TACTICS
• Establish two new member orientation events on how to maximize
membership and promotes volunteering and mentorship as benefits. This
event will be used in conjunction as a networking event.
• Establish two new member orientation events after each membership
drive.
• Host a new member event in conjunction with a Networking event.
MEMBER RELATIONS GOAL 2: Increase retention rates to 60% by the end
of the fiscal year.
TACTICS
• Use Salesforce to pull new member reports after the first quarter of their
membership in order to determine who has attended PSAMA events. If
they haven’t attended an event a member relations specialist will provide
a phone call.
21. STRATEGIC PLAN 2016-17 20
MEMBER RELATIONS GOAL 3: Convert 50% of Young Professionals to
paid memberships.
TACTICS
• Assign student PSAMA members to provide retention phone calls to
collect feedback, forward leads, and encourage renewal. Member
Relations VP will own this tactic.
MEMBER RELATIONS GOAL 4: Maintain current Group Membership
organizations and gain four new Group Membership accounts.
TACTICS
o Find a Group Membership Lead to act as an Account Manager and solicit
at least three new leads a month.
22. STRATEGIC PLAN 2016-17 21
Collegiate Relations
Collegiate Relations VP: Austin
OBJECTIVE
To improve value proposition and provide support for our hundreds of
collegiate members, ultimately creating lifelong PSAMA members.
COLLEGIATE RELATIONS GOAL 1: To increase awareness of PSAMA
among college students by improving the value proposition of AMA
and PSAMA
TACTICS
o Create “Benefits of AMA” handout for distribution at collegiate
chapters
o Speak at all collegiate chapters at beginning of fall quarter /
semester
o Increase visibility of PSAMA by attending collegiate events
throughout the year
o Promote all PSAMA events to collegiate members and provide
monthly complimentary tickets to each chapter
o Work with collegiate chapter leadership teams to find candidates
for PSAMA mentorship program
o Create scholarship to cover AMA and PSAMA membership fees for
2-3 students at each collegiate chapter
o Sponsor students to attend National Collegiate Conference
(AMAICC)
o Award Marketing Student(s) of the Year at Pulse Awards
COLLEGIATE RELATIONS GOAL 2: To increase conversion from college
students to “Young Professionals” by building relationships with
graduating seniors
TACTICS
o Sell value of PSAMA through all above tactics
o Plan Happy Hours and Networking Events for graduating seniors
and young professionals
o Create “PSAMA Young Professionals” LinkedIn group
23. STRATEGIC PLAN 2016-17 22
COLLEGIATE RELATIONS GOAL 3: To provide more support for collegiate
chapter leadership
TACTICS
o Send out survey to all Presidents asking for what type of support
they want and their preferred communication methods
o Create Facebook group for all collegiate officers to create
community and share best practices
o Create a speaker pipeline with all potential speakers listed in one
place for collegiate chapters to access
o Simplify process for colleges looking to start a new AMA chapter
24. STRATEGIC PLAN 2016-17 23
Volunteer
VP of Volunteers: Jackie
OBJECTIVE
The Volunteer Committee is focused on recruiting and retaining a strong volunteer base to
achieve PSAMA's 2016-2017 strategic goals.
VOLUNTEER GOAL 1: To fill 15 current vacant volunteer roles by
November 1 and consistently fill vacancies within a 45-day period
going forward.
TACTICS
o EMAIL
o Post a featured open volunteer role in weekly Tuesday updates
§ TIME: Weekly
§ RESPONSIBLE PARTY: VP of Volunteers
o Post a volunteer spotlight profile monthly in a select Tuesday update
§ TIME: Monthly
§ RESPONSIBLE PARTY: VP of Volunteers
o SOCIAL MEDIA
o Engage with social media channel audiences by posting open roles and
volunteer spotlights on a periodic basis
§ TIME: TBD – Bi-weekly?
§ RESPONSIBLE PARTY: Social media team
o WEBSITE
o Update open roles on website monthly
§ TIME: Monthly
§ RESPONSIBLE PARTY: VP of Volunteers (Volunteer Specialist
eventually)
o Feature a volunteer spotlight profile monthly (part of V2 of website)
§ TIME: Monthly upon release of V2 of website
§ RESPONSIBLE PARTY: VP of Volunteers (Volunteer Specialist
eventually)
o REFERRALS
o Provide open roles list to Board of Directors and request referrals
§ TIME: Monthly
§ RESPONSIBLE PARTY: VP of Volunteers
25. STRATEGIC PLAN 2016-17 24
VOLUNTEER GOAL 2: To execute monthly volunteer recognition
programs to encourage volunteer engagement.
TACTICS
o Host a mid-year volunteer appreciation event
o TIME: Jan/Feb
o RESPONSIBLE PARTY: Programming committee and Volunteer Specialist
o Host a year-end appreciation event with volunteer awards ceremony and board of
director gifts
o TIME: June 2017
o RESPONSIBLE PARTY: Programming committee and Volunteer Specialist
o Recognition Spotlights: Post volunteer spotlight monthly on website and feature in a
select Tuesday update (See "Recruiting Efforts")
o TIME: Monthly
o RESPONSIBLE PARTY: VP of Volunteers
26. STRATEGIC PLAN 2016-17 25
Mentorship
VP of Mentorship: Julie
OBJECTIVE
To drive the PSAMA mission of advancing “the careers of all marketing professionals in
the Puget Sound” by offering a mentor program to better serve current members.
MENTORSHIP GOAL 1: To increase the number of mentoring pairs
from five to 25 by the end of the 2017 fiscal year.
TACTICS
o VP Mentoring and SVP Communications to create a monthly mentor program
communication plan by submitting suggested social media posts and add
mentoring content to the weekly newsletter template
o VP Mentoring and VP Collegiate Relations to develop monthly proper and
inclusive messaging to collegiate chapters’ audiences. This can be achieved by
submitting applicable content to collegiate chapters to share within their
networks.
MENTORSHIP GOAL 2: To increase the mentor committee to five
under the VP by the end of the 2017 fiscal year.
TACTICS
o VP Mentoring and SVP Membership to improve program awareness to new and
current members by ensuring messaging to those members regarding benefits
includes mentor programs.
BENCHMARKS
August
o Recruit one pair
September
o Recruit two pairs
October
o Recruit two pairs
o Recruit one committee member
November
o Recruit two pairs
December
o Recruit one pair
27. STRATEGIC PLAN 2016-17 26
January
o Recruit two pairs
o Recruit one committee member
February
o Recruit two pairs
March
o Recruit two pairs
April
o Recruit two pairs
o Recruit one committee member
May
o Recruit two pairs
June
o Recruit two pairs
o Recruit one committee member
MENTORSHIP GOAL 3 Successfully execute on 4 mentoring events
throughout the Board Year
TACTICS
o Leverage the momentum we have built through the Mentoring program to have
4 events throughout the year that showcase the program and celebrate the
career development and leadership opportunities that the program has
provided
28. STRATEGIC PLAN 2016-17 27
Budget Approach
It is imperative that the organization stays in a strong financial position. In order to do
this, the financial activity needs to be closely tracked and reported and reviewed
monthly. In order to properly capture all financial activity of the PSAMA and make the
information more practical to the board, the various income and expense categories
have been restructured into a tiered budget system. At the broadest level, there are the
primary activities of the organization. Beneath the broad categories, if applicable, there
are subcategories which detail specific events or activities our organization engages in.
The biggest changes are found within: 1) our Board Misc. category, which will now
separately track all board activity, and 2) our Programming category, which will now
separately track all event activity. The overall goal of this restructure and change from
the prior year is to provide greater insight into how money is spent, and insure we are
making decisions in the best interest of the members of our organization.
