APSP Quarterly - Winter 2008 - (Page 9)

GUEST editorial CHANGE . SOME HATE it , s ome embrace it. But for every person and organization, it’s inevitable. Fortunately, I like change; and when it results in a true transformation, I love it. In 1998, I attended my first NSPI Board of Directors meeting as a board member, and the first order of business was a vote to put the association into reorganization due to the unfavorable verdict in the Meneely lawsuit. This change for the association started a chain of events that is still being felt today. After the shock of my fi rst meeting, the board immediately began dealing with other issues that would significantly alter the association. Florida’s Region 7 and the Northeast’s Region 1 became NSPI affiliates. Hanley Wood purchased NSPI’s tradeshow, ending a 45-year tradition. NSPI staff was evolving with the changing environment, culminating in the retirement of the long-term staff CEO. Although there was much change occurring throughout the association at that time, not all of it was positive. I had begun to notice that the board was fairly adept at reacting to the circumstances presented, but there seemed to be very little, if any, proactive planning. There was a standing agenda item titled, “Long Term Issues,” which was usually given five minutes of lip service at the end of each meeting and seemed simply a parking lot for issues that the board hoped to deal with at some point in the future. This should have been the time to really deal with those items and create plans for study, problem solving, drafting possible solutions and implementation. Instead, the board worked on the issues important to the chairman at that time, or on reactionary items; it left the larger, long-term issues undone. Under Brian Quint’s leadership in 2002, the board endeavored to begin a formal strategic planning process that I hoped would transform the association from being a victim of circumstances beyond its control, to a forward-looking, value-adding, well-executing partner to the industry. To ensure the strategic planning process would be sustained over the tenures of future board chairpersons, a strategic planning steering committee was formed, and I was honored to be selected to serve with a diverse group of strategic thinkers. With the full support of subsequent chairmen John Romano and Steve Scherer (who were also integral members of the committee), the steering committee led a twoyear effort to develop a long-term strategic plan. At the end of Steve Scherer’s term, the new strategic plan was completed, and along with it came a new name for the organization – The Association of Pool & Spa Professionals. It’s been three years since my term on the Board of Directors expired and, as is expected, I lost touch with the board’s activities. In early 2007, I had the pleasure of filling in for the Hot Tub Council division director at the March board meeting, and I was very happy to see the past planning efforts bearing fruit today. Instead of contentious debate, the board is working in harmony toward the benefit of the industry. Instead of changing direction each year, the board has charted a course and is following it. Instead of react- In early 2007, I had the pleasure of filling in for the Hot Tub Council division director at the March board meeting, and I was very happy to see the past planning efforts bearing fruit today. ing, the board is managing positive change through well thought-out objectives, strategies and tactics. As examples, an effective lobbying effort is in place as evidenced by the recent victories on Capitol Hill. There is a Regional Service Center (RSC) structure that has the potential to more closely connect with the membership and deliver greater value. The Hot Tub Council is on the verge of launching an important research and promotion campaign, fully supported by and coordinated through APSP and patterned after the success of the “Discover Boating” consumer campaign of the National Marine Manufacturers Association. New channels of communication have been established through the weekly e-news Industry Currents, a newly designed website at APSP.org and the quarterly publication that you are now reading. These are just a few examples of progress that would not have been possible three years ago. APSP is more than the new NSPI… it is truly a transformed organization capable of delivering the promise of the mission statement – to be the essential partner to all industry participants. Change, you gotta love it! Dirk Caudill Aqua-Flo, LLC W INTE R 2008 | 9 http://APSP.org

Table of Contents Feed for the Digital Edition of APSP Quarterly - Winter 2008

APSP Quarterly - Winter 2008 Contents President's Message Guest Editorial APSP Annual Report Hot Tub Council Initiative to Speak with One Voice Suction Safety Challenging the Process Industry Update Keeping Pace: Staying on the Cutting Edge With Lifelong Learning APSP News & Resources Advertisers' Index

APSP Quarterly - Winter 2008

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