As I mentioned in my last (USIA News) message, there is growing enthusiasm and optimism in the ski industry with skier days nudging over the 50 million mark again, retailer debt dropping by $50 million, and a 10 to 15 percent increase in orders for next year’s equipment and apparel.
The economy is showing signs of recovery, the airlines and auto rental companies are engaged in price wars which can only help our industry, and of course we have Ross Perot giving President Bush and Bill Clinton fits. But, enough economic talk. Let’s look at issues affecting your organization – USIA. You have told me and others that you are concerned about:
- The vision and focus of the association.
- The cost of belonging.
- Our effectiveness to address your concerns, to deliver educational and technical services, and to communicate with you.
Let me add some perspective to the situation.
USIA is still very young and was created by a consolidation of two associations which were very solid and steeped in tradition. When the bipartisan Action Committee first met, its challenge was to shape a new industry association, to figure out what it would look like, and what it would do.
Committee members envisioned USIA providing a leadership role, research analysis, and strategic direction on important issues such as industry economics, competitive structure, alternative uses of capacity, growth opportunities, market segmentation, coordination with regional associations, and development of relationships with related industry organizations.
When the respective board members recommended the merger, they were fully aware that it would take a minimum of 3 to 5 normal years to unify and live up to the vision that was outlined. The past three years have been anything but normal.
Moreover, the ongoing consolidation has not been easy. I’d be the first (although some of you have beaten me to the punch) to say we have botched a few things. WE’RE NOT PERFECT!
The transition from the operating cultures of the two previous organizations to one which could develop strategic plans, communicate effectively with members, and lead the industry is much more time-consuming and comprehensive than anyone could have imagined. Certainly more than I imagined.
USIA is a blending of two separate and distinct entities, but it is our breadth of membership that gives us the strength to address future challenges different from those of just a few years ago. Water rights, utility use, federal and state regulations, and decreased leisure time will limit or curtail skiing rather than create growth.
Given this compelling backdrop, USIA exists to represent, serve, and vigorously promote the sport of skiing and the mutual interest of its membership.
We have worked extremely hard to try to define your needs and meet them. This hasn’t been easy. You are a moving target immersed in your own businesses and you do not always have time to respond.
But you have to get involved and let us know what you want. Call us or write to us. Talk to your board representatives in a constructive manner. Guide us. Bitching to the guy next door accomplishes nothing! We need your input on committees and response on surveys.
Because of the merger, some people think they have lost familiarity, like being on a first name basis with the staff, and effectiveness or rote which comes from doing the same thing over and over.
What have we gained?
Resources – such as people, money, industry expertise, and efficiency of scale. Opportunity – to be synergistic, to provide clout to the outside world in areas of marketing, government affairs, environment, research, communications, and the national travel industry. Focus – to be a more global organization. Strength – with the potential to have real impact on the issues.
Yes, USIA is still searching for it’s role and soul. The soul will only come from you and your commitment to make USIA a success.
Last year, we told you we would focus on communication, and we have. The member update and USIA News have been well received. We are still having problems getting what we produce into the hands of those who need it, but we are getting closer, particularly when you provide us with the correct contact names.
You asked us to put more emphasis on technical and educational services. We did, by naming a manager of education. Moreover, USIA was involved in organizing over 120 seminars in 48 different cities. Last year we mailed approximately 54,950 pieces of educational material primarily to members. That’s more than 1,000 orders per week.
Together with American Ski Federation (ASF), we published an ADA Technical Manual and four environmental manuals. We produced a new ski area and ski area supplier directory and soon will publish an OSHA manual, a personnel manual, a snowboard operations manual, and worker’s compensation publications.
We have hired a full-time researcher who is currently developing a total research plan. The most notable change in research is a modification to the Economic Study. Our goal is to give USIA ownership of the information and to make it more timely.
We are taking new initiatives to address our concerns about public lands issues including introduction of legislation by ASF. ASF has also put together a program where the Wildlife Enhancement Council is working with five ski areas to help demonstrate how wildlife and ski areas are compatible.
Additionally, we have organized the RACC committee to monitor and inform you about state and federal regulations that affect the ski industry. A small ski area task force was established to make sure those special needs are being heard and considered.
One of the newest and most exciting programs presently being developed is the Quality Counts Initiative, which is designed to help ski areas with customer service issues. You will hear more about this and other initiatives in Ski Area Management and the USIA News.
And here is a benefit that is often forgotten. Through enrollment in our Federal Express program, individual members save from $16 to $20,000 per month. Many actually save more than they pay in dues.
Because of your comments and suggestions, we beefed up the regional trade shows. The success of the shows has been overwhelming and we thank you for your response.
But let’s be honest, not everything has been an accomplishment this year. One of our biggest disappointments was the abrupt cancellation of the Ski Med Health Insurance Program by the Blue Cross/Blue Shield of Western PA. This was a very real dilemma for some of you. We are searching for a new carrier and hope to announce something by fall.
We realize the biggest question in most people’s mind is the cost of the association. Some members also question our location, the size of the staff, and our programs.
What exists does so because a need was defined and outlined and resources were applied. This does not mean that these things can’t or shouldn’t be changed but we need your best thinking to decide what we have to do.
The difficulty in any project is to determine it’s shape and design. In an organization like ours, it’s really easy to loosen the existing nuts and bolts arbitrarily. Doing so doesn’t require any thinking or much planning. The challenge is to create a better project.
To paraphrase a SAM article, “Success will come with belief in ourselves. Of course, there are many problems to be solved … practical problems, emotional ones, to say nothing of egos. We don’t discount any of these impediments, but neither should they be disabling.”
I concur.
The Board of Directors can’t do it alone and neither can the staff. We all need to get involved in tightening the bolts, to provide strength, and to work on the focus. We have nothing to lose and everything to gain.
I believe that as USIA settles out and reaches stride, we will continue to learn about your needs and desires. We will be ready to respond and be your association into the next century.
