Improving and maintaining communications within ASHE, from the National Board to our members within the Regions and Sections, is essential to retain consistency in the operations, visibility and recognition of the organization as the highway forum of choice. As we expand the Regions and charter Sections in new geographical areas, there must be a focus on whom ASHE represents as a national organization while maintaining the strength and flexibility of the Sections. It is the responsibility of the National Board to provide the tools, guidance and assistance needed to support the new members and Sections.

Strategies:

•  Maintain a Tool Box with a defined set of tools to assist Regions and Sections with their operations. Tools should be easy to use and understand to ensure that they are used in a consistent manner by all Regions and Sections.
• Keep the Tool Box in a central location that is easily accessible by Region and Section officers.
• Utilize social media such as the Website, SCANNER, LinkedIn, Facebook, Twitter, etc. at the Section, Region and National levels to communicate key information such as current events, recognition of members, Sections and Regions and other important announcements.
• Ensure that the Regions and Sections are functioning in a manner that is consistent with the ASHE Operation Manual as established by the National Board.
• Provide financial support to the Regions and Sections for activities that support the ASHE Vision, Mission Statement and Strategic Plan through exposure funds and the ASHE National Grant Program.

Actions:

•  High Priority
  • Develop and publish on the National website a list of the current tools that are available for use in the operation of Regions and Sections and include a verification of when the tools were last updated.
  • Identify what additional tools are needed by circulating the list of tools to the Regions and Sections and requesting input. Revise existing tools and develop new tools as requested and appropriate.
  • Improve the accessibility of the available tools that have been developed for use by the Regions and Sections ensuring they are easy to find by all ASHE members.
  • Develop a communication plan that defines how ASHE National and the Regions and Sections should use social media to improve communication. Gather feedback from members on what they feel is working and what is not working.
  • Improve communication to the Regions and Sections about the purposes and uses of exposure funds and the ASHE National Grant Program.
  •  Provide new Section officers with a training program and or a mentor program that ensures they can quickly transition into their new position.
• Medium Priority
  • Develop communication tools to provide:
    • “Did you know?” announcement to the membership that will provide updates on:
      • Random information
      • Communicate opportunities for recognition
    • Consistent communication from the National President to the membership on such topics as:
      • Welcome to new officers w/ links to key information
      • Regular president updates to the membership
      • Open discussion forums
    • National calendar that can provide:
      • Dates of National, Regional or Section technical or social events
      • Dates of deliverables for operational activities (National / Regions / Sections)
  • Improve the interaction of the National Board to continuously interact with the Regions and Sections to ensure that they are knowledgeable about what is available and how to access the tools.
  • Use Social Media tools to promote interaction with members on how National can provide support on operational items within the Regions and Sections.
• Low Priority
  • Have the Regions develop an operation guideline on how they will function to ensure total representation with two way communication to the Sections.
  • In order to continually improve the quality of Grant submittals, provide for a feedback loop after grants have been selected to provide information to regions and sections on why certain grants were successful and others were not selected.

Equally important to maintaining the visibility and recognition of ASHE within the highway industry is the implementation of communications external to the organization. For ASHE to maintain and improve its position in the highway industry, the organization must promote its value, as well as the value of the highway system, to entities both within and outside of the organization. We must support and promote discussion and decisions that sustain quality in our transportation system through meaningful dialogue with Federal, State, and Local legislators, transportation agency leadership, and key industry representatives. Enhance and exploit the respect ASHE has earned since its inception with a focused/proactive communication program that benefits the highway industry, transportation decision makers, and the growth and recognition of ASHE.

Strategies:

• Maximize the efficient use of communication tools already available to the National Board, such as the SCANNER, exhibit booth, National website, Inside Lane, email blasts, position papers, strategic alliances, and the National Directors, aligning the proper tools with the target audience.
• Introduce communication tools not previously utilized by the organization such as social media, outdoor advertising, print and other media, aligning the proper tool with the target audience.
• Support and promote critical transportation policies and funding issues through legislative networks and by educating the general public on the value of these policies and issues.
• Recognize special achievements within the highway industry.
•  Actively pursue ASHE sponsorship or co-sponsorship of transportation related conferences.
• Promote the value of highways to the general public and other organizations dependent on the highway system such as auto dealer associations, trucking associations, chambers of commerce, etc.
• Promote the value of ASHE, including networking opportunities, potential for career development, leadership experience, and technical training, to employees of member organizations, other professional organizations, contractors, and transportation officials.

Actions:

•  High Priority
  • Develop a marketing plan that is consistent with realizing the goals of the Strategic Plan, and effectively utilizes all potential communication tools to promote the value of ASHE and highways to the target audience.
  • Update guidelines for the use of the exhibit booths which address, at a minimum, the following: (application for approval)
    • Go/no go criteria
    • Approval of the potential audience
    • Information to be disseminated
    • Information to be included with the booth at all times
    • The use of a common person or group of people that are trained and effective at maning the booth.
  • Develop criteria to evaluate the benefit and establish guidelines for strategic alliances, sponsoring or co-sponsoring transportation conferences, and joining industry and industry-related organizations.
  • Outline a plan for the organization to prepare position statements on appropriate legislation or transportation policy issues for distribution using suitable external communication tools.
• Medium Priority
  • Establish a list of external communication tools that are available to our Sections and Regions and promote the use of these tools by those entities.
  • Identify the value of ASHE and what makes ASHE unique from other organizations, building upon what is presented in current promotional material and incorporating this information into all new promotional material and media.
• Low Priority
  • Develop a Legislative Review editorial section in the SCANNER and other multimedia sources such as the LinkedIn page.
  • Investigate the development of a National Achievement Award to recognize projects for special achievements in the highway industry.

The visibility, credibility and expansion of ASHE will also be realized through collaboration with other established industry associations. Strategic alliances with organizations that share similar positions on transportation policy and funding issues will serve to elevate the awareness of ASHE, provide a stronger voice and expand the opportunity for sharing resources and services.

Strategies:

• Establish and maintain relationships with those organizations that best compliment the Vision, Mission and Values of ASHE.
• Establish and maintain relationships with the Local, State and Federal Transportation Agencies within the Regions and Sections of ASHE.
• Establish and maintain relationships with contractors, utility owners and material suppliers.

Actions:

• High Priority
  • Develop a plan for strategic alliances with other professional organizations.
    • Develop a list of potential organizations and rank:
      • Define goals of give/take
      • Provide guidance from the National Level and promote sections to follow suit.
    • Promote co-sponsorship of conferences and events with preferred organizations.
    • Seek out and identify smaller, local organizations that may want to reside under the umbrella of ASHE to develop a national identity.
• Medium Priority
  • Prepare strategy for establishing collaborative alliances with Transportation organizations.
    • Establish a section goal to have a minimum of one agency representative in a leadership position within the next two years and to continue to promote involvement from these agencies.
    • Determine how National can support Sections in this goal.
    • Consider whether the term “Local” is innocuous by design, or whether it should be better defined.
  • Establish a communication network amongst members and potential members which can be accesses at every level.
    • Solicit input on how we can better collaborate at all levels.
    • Determine the viability of hosting a discussion board of some type.
  • Evaluate the establishment of an Agency project award for recognition of excellence and innovation.
    • Short Term - Develop a project recognition award which can be presented at the section level.
    • Long Term - Develop a National project recognition award to be selected from Section award recipients.
  • Prepare strategy for establishing collaborative alliances with contractors, utility owners and material suppliers.
    • Develop a plan for establishing an alliance with a national contractor organization or a local affiliate.
      • Within the following six months, develop recommendations which guide Regions and Sections in pursuit of this goal.
  • Solicit feedback from Regions and Sections to help determine the best way to provide a network of support.
  • Develop a list of specific goals to support the strategic plan.
  • Establish a communication network amongst members and potential members which can be accessed at every level.
  • Develop strategy to increase membership and participation from this group at the national level.

in order to fulfill the Vision of ASHE, as stated in this Strategic Plan, the organization must expand into new geographical areas. However, as ASHE expands into other locations there must also be a focus on maintaining the strength, viability and growth of the existing Sections. The health of the existing Sections must be nurtured by the National Board and Regional Boards. Retaining all members is critical to supporting growth within the existing Sections, as well as the expansion of ASHE.

Strategies:

• Develop and promote to the Sections and Regions a value oriented membership strategy which clearly defines the tangible and intangible benefits of membership and focuses on building those benefits on an ongoing basis.
• Define the sub-segments of the highway industry and develop specific outreach programs.
• Provide support and guidance to the Sections to assist with the retention of existing members.
• Investigate a company/organization funded membership sponsorship program.
• Expand ASHE geographically based upon a metropolitan/member at large focused strategy. Promote member recognition.

Actions:

• Monitor renewal rates of first year memberships.
• Encourage all sections to survey members to know what benefits, services, and programs they value every three years for incorporation by the Section, Region or National.
• Develop a retention and section recovery plans that that includes ASHE’s value to members.
• Measure success of communications/messages and adjust regularly for improved results.
• Use appropriate electronic methods such as email, social media and websites to disseminate information to members including but not limited to member recognitions.
• Maximize use of the SCANNER to focus on membership issues and the success of members.
• Promote recognition of members and organizations at the Section, Regional and National level through the use of electronic media, Scanner and National Conferences.
• Develop specific outreach programs for membership growth and retention of educators, students, government employees, contractors, suppliers, consultants, and retirees.
• Develop company/organization funded membership programs.
• Develop guidelines for a hardship membership category.
• Develop websites templates for potential New Sections.
• Complete development of the Member-at-Large category including development of the benefits for membership with ASHE.
• Define a maximum of three metropolitan areas where the resources of the National Board’s New Member Committee will be focused during a defined one year period, subject to review.
• Use the Member-at-Large data to develop new sections in the areas not defined for focus by the New Member Committee.
• Development of a New Section’s Mentoring program with National Board representation.