Strategic Plan
SMPS Strategic Framework FY 2023-2025
For SMPS, strategic planning starts with understanding our members’ needs, wants, and professional challenges. With our consultants, McKinley Advisors, we collected this data through online surveys and focus groups, and we also conducted a literature review of contemporary concerns for nonprofits and professional associations like SMPS. We gathered all this information, and over several months, we developed the framework for our next formal plan.
Marketer is the Society’s award-winning bimonthly journal, reporting on current business development and marketing practices, issues, and trends.
Regularly cited as a top benefit of membership, Marketer provides original, knowledge-based content relevant to A/E/C professionals: innovative marketing, management, and leadership strategies, case studies, and lessons learned. Articles are written by industry practitioners and experts who face the challenges of marketing professional services every day.
With all of this considered, the board’s plan is focused on the end results—our impact—and we’ll develop over time the tasks to get there through three priorities:
Invest in digital transformation to deliver community and education wherever people live and work.
Professionals of all ages are learning, networking, and learning online, 24/7, as the digital world continues to develop and adjust to the long-term impacts of the Covid-19 pandemic. SMPS needs to meet people where they consume content and have experiences.
Cultivate professionals with diverse expertise that are critical to sustaining a thriving industry.
The demographics of the U.S. and Canada continue to evolve, and so must SMPS to remain relevant and be a community of choice. We are already addressing issues of diversity, equity, and inclusion. Our vision is to be a leader on those topics by modeling the way and influencing the profession and A/E/C industry. With this, the fundamental ways of doing business are also shifting therefore who we hire, train, and elevate into leadership roles is evolving. This priority will address these changes.
Create a best-in-class experience for professionals responsible for business growth.
The competition for SMPS is all the distractions professionals experience in their daily lives, including lack of time and perhaps being under resourced to fully participate in SMPS. If we’re going to excel in the future SMPS, including our Components (chapters and regional conferences), must consistently offer membership and volunteer experiences that are justifiable, rewarding, and accessible. Additionally, the board recognizes there are thousands of other non-marketing professionals that can benefit from the SMPS resources. This is an opportunity to serve others and the entire A/E/C industry.
