nsp board session june 21-22, 2001 indianapolis, in
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NSP BOARD SESSION
June 21-22, 2001
Indianapolis, IN
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Presentation Overview Association Focus Research
• Member-at-Large Survey• Education/Program Leaders Survey• Phone Interviews with Related Organizations• Focus Groups with NSAA Members
Lessons Learned and Implications Increasing Value
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Association Focus
Problem Statement:
Historically, NSP has tended focus on internal matters and preserving of the status quo. Now, due to rapid change within the snowsports industry, NSP finds itself increasingly out of touch with industry trends and unable to respond to our ski area partners. We must change to recapture a leadership role in the industry.
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Association Focus
Charge to the G.1 Committee:
The G.1 Committee was directed by the NSP Board of Directors to research and present a process to implement a change to the NSP governance and structure.
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Association Focus
Board Mission Statement:
The function of the NSP Board of Directors will change to address strategic national issues important to the organization. This change will result in a business model that will be more effective for members and industry stakeholders.
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Association Focus
As a result of the board’s work, NSP• membership is satisfied and growing• is a dynamic and valued partner in the outdoor
recreation industry• will be an enabler for all industry stakeholders• will provide the credential of choice
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Association Focus
As a result of the board’s work, NSP (continued)• members and ski area managers will feel
indispensable to one another• will be a leader in outdoor recreation industry• value will be increased in the marketplace by
virtue of its being a problem solver for industry
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NSP Background
26,245 NSP members 8,000 members in education ranks (Instructor through
Program Director) 1,060 receive POB Members’ average age is 44 9,544 education course attendees in FY 2000 624 Local Patrols Members by years of membership:
0 - 5 yrs -- 37% 5 - 10 yrs -- 20% 10 - 15 yrs -- 15.2%15 - 20 yrs -- 3.8% 20+ yrs -- 19.9%
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Member Survey:Years as NSP Member
41%
46%
2% 7% 4%
1-5 Years 6-10 Years 11-15 Years
16-20 Years Over 21 Years
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Member Survey:Frequency of Connection with NSP by Level
Never
Local 2%
Section 51%
Region 53%
Division 53%
National 49%
1-3x per year
Local 8%
Section 30%
Region 33%
Division 35%
National 40%
6+ per year
Local 75%
Section 2%
Region 0%
Division 2%
National 3%
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Member Survey: Continuing Interest
84%
2% 5%5%
2% 2%
YesNo: Lack of Real Time Ski PatrolingNo: Requirements Too DemandingNo: Time Requirements Too DemandingNo: No Incentives to AdvanceNo: Insufficient NSP Support
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Member Survey:Why Remain a Member?
21%
28%
18%
18%1%
14%Service/VolunteerismCamaraderieSkiing PrivilegesPersonal Growth/Skills ExpertiseExercise/Relaxation/EnjoymentRequired to Volunteer
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General Members: Lessons Learned
Local patrol is main reference point for members• followed by the national organization (though
members may have limited understanding of national services)
Members have relatively little direct contact with regions, sections, and divisions
Members are positive about the services they perform and their expectations about their role as a patroller are being met
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Implications
Better communication is needed to overcome member-at-large confusion about NSP’s levels and layers
NSP must review the function and necessity of all the organization’s levels
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Education Group:Number of Years as an NSP Member
40%
35%
10%
15%
1-5 Years 6-10 Years
11-15 Years 16-20 Years
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Education Group:Frequency of Connection with NSP by Level
1-3x per year
Local 11%
Section 36%
Region 36%
Division 48%
National 53%
4-6x per year
Local 5%
Section 14%
Region 14%
Division 7%
National 11%
>6 per year
Local 85%
Section 12%
Region 12%
Division 11%
National 9%
Never
Local 0%
Section 36%
Region 36%
Division 34%
National 27%
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Education Group:Continuing Interest
89%
2%5% 2% 2%
Yes
No: Requirements Too Demanding
No: Time Requirements Too Demanding
No: Lack of Leadership
No: Increasingly Confrontational Skiers
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Education Group: What Do You Receive from Involvement in NSP?
34%
21%13%
22%
7% 2% 1%
Service/VolunteerismCamaraderieSkiing Privileges/DiscountsPersonal Growth/Skills ExpertiseExercise/Relaxation/EnjoymentTax Write-OffCookies
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Education Group: What Do You Know About Becoming a Leader in NSP?
24%
16%
12%2% 2% 4%
40%
NothingAm or Have Been Active in Leadership RoleLocal Leadership Too Political/"Good Ol' Boy"/ClanishKnow Requirements/Criteria for AdvancementToo BureaucraticThanklessToo Time Consuming/Not Financially Rewarding
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Education Group: Lessons Learned
The political process is often seen as adversely affecting the education process
Instructors do not perceive themselves as future NSP leaders
• 40% don’t know the process for becoming a leader No one effective method of communicating
program changes to program personnel Frequency of communication implies
inconsistency from bottom up and top down
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Education Group: Implications
NSP needs to gain control and direction over its education courses and training
NSP needs to address issues surrounding disenchantment and burnout
Program personnel are vital to NSP’s business strategy
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NSAA FOCUS GROUPS
Two focus groups• Community areas• Destination resorts
May 8 & 9, 2001 La Quinta, California (NSAA Convention)
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NSAA Focus Groups Topics Discussed
• Major concerns/ “Hot Topics”• Role of the patroller — current & future• View of NSP• Channels of communication• Scope of ski area management & services• Future Issues & relationships• Open comments
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NSAA Focus GroupsScope of ski area management & services in
terms of partnership with patroller s Would like volunteer patrollers to do the same work as
professional patrollers, except for avalanche work Prefer to treat patrollers like employees: i.e., they have
most employee privileges and need to mesh their services with employee services
Would like patrollers to buy into resort philosophy: take pride in resort and treat people like customers
Would like volunteers to take on a professional approach to their role
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NSAA Focus GroupsFuture issues & relationships
Customer service and guest services will continue to increase in importance
Ski areas know they need to train patrollers in awareness of guest services
Concerned about time commitment required by volunteer patrollers for each NSP skill level
Believe that there will be less volunteer patrollers and more professional patrollers
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NSAA FOCUS GROUPSFuture Issues & Relationships (continued)
Ski areas know that industry is changing and patrollers must adapt too
Recruiting continues to be a problem (Finding alpine patrollers is difficult and finding nordic patrollers is almost impossible)
Patrollers must be careful not to exceed NSP standard of care
NSP needs an image that is current with the industry
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NSAA Focus GroupsOpen comments
NSP is a great organization, fortunate to have the NSP patrollers
NSP should help areas find new patrollers (concerns about the next generation of patrollers)
Organizational structure needs to be streamlined Stay focused on core purpose of NSP, which is
education and public awareness of safe skiing
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NSAA Focus Groups: Lessons Learned
Confusion over “who is in charge of what?” Opportunities for collaboration Opportunity for patrollers to be part of the
skier’s positive experience Guest service needs to be an integral part of
the patroller’s function
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NSAA Focus Groups: Implications
NSP needs to work together with NSAA on developing joint programs and industry strategies
• Guest services, guest experiences, growing the sport
Increased communication needed between NSAA and NSP
NSP needs to deliver a clear message about the value of its members and services to ski areas
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Related Organizations American Avalanche Association Canadian Ski Patrol National Association for Search & Rescue National Ski Areas Association Midwest Ski Areas Association Ski Maine Association Professional Ski Patroller Association U.S. Forest Service
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Related Organizations:Interview Questions
What are the “hot topics” in your segment of the industry?
What business challenges have you experienced in the past 3-5 years?
What is your view/opinion of NSP? What is you relationship with NSP (all levels)? Within the industry, where do you see NSP? If you could say one thing to NSP, what would it be?
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Related Organizations: Lessons Learned
All organizations are experiencing changes in the ski industry, i.e., decreasing membership and decreasing number of ski areas
NSP is in danger of losing its role in the industry due to isolationist behavior, i.e., the industry is changing and so must NSP to remain relevant
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Related Organizations: Implications
NSP needs to take a greater role within the ski industry and recognize that the industry must work as a team for its own survival
NSP must stop thinking about internal politics and start thinking strategically about the industry
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RECAP: Lessons Learned
All membership organizations are experiencing rapid changes in the ski industry
NSP’s isolationist behavior endangers its position, and must change to remain relevant
Guest service needs to be an integral part of the patroller’s function
Confusion over “who is in charge of what?” is compounded by bureaucracy and layers
The political process is often seen as adversely affecting the education process
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We’ve gathered data
and asked hard questions.
Now what?
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The Next StepsThe NSP board is in a good position to: Make decisions about structural and procedural operations of
NSP Make decisions about its own effectiveness, size and structure Develop a plan for change and take that plan back to NSP
Divisions and other stakeholders for input Focus on the business strategy for NSP Deliver unique value to stakeholders
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