OIAAA 3rd Strategic Plan


Building a Committee of OIAAA Members – April 25, 2021


SWOADA – Chris Weaver, Kettering Fairmont High School (unable to attend)

NWOIAAA – Jeff Hill, Eastwood High School

NEOIAAA – Ryan Peters, Beachwood High School (unable to attend)

SEOIAAA – Keith Dettwiller, Piketon High School

CEOIAAA – Heath O’Neal, Dublin City Schools

EOIAAA – Chip Amicone, Garaway High School



Julie Renner: OIAAA Assistant Executive Director

Joe Roberts:  Southwest District Representative

Joe Kimling:  OIAAA Secretary

Gary Spinell: OIAAA President-Elect

Rick Guimond: OIAAA President

Bill Schumacher: NEOIAAA Representative in attendance 

Tony Williams: SEOIAAA District Representative 

Heather Beck:  Female Representative

Randy King:  OIAAA Treasurer

Glen Gillespie: OIAAA Executive Director 


Ken Baker: Strategic Plan Lead


OIAAA Successes 

  1. PD/Conference
  2. NIAAA Relationship
  3. Networking
  4. Mentoring Opportunities
  5. Respect Profession
  6. Recognition
  7. Becoming Involved
  8. Scholarships
  9. Structure
  10. Transparency
  11. Social Media
  12. Status
  13. Nuts and Bolts (Procedures)


OIAAA Challenges

  1. Diversity
  2. Membership Balance (Dues)
  3. Mentoring
  4. Licensure/Certification
  5. Outreach/Visibility
  6. Finances
  7. P.D. (options)
  8. Relationships
  9. Influence w/other Professional Associations in the state of Ohio
  10. Promotion
  11. Social Media/Communication 


OIAAA 3rd Strategic Plan starting 2021



The OIAAA will increase dual membership to reach 800+ members.

1.1: Promote an all-in initiative of 10% of leagues.

1.2: Explore alternative membership -1.3: Relevance to nonmember ADs (why Join)

1.4: Increase Middle School AD, Female ADs, and Minority ADs, to address the diversity of overall membership, by 20% over 5 years.

1.5: Continue to develop mentoring programs with current and retired ADs.



The OIAAA will maintain current financial stability based on:

2.1: Review/Audit committee to promote complete transparency.

2.2: Keep a “Rainy Day” and Endowment Fund with ___% or ___(set amount)

2.3: Maintain a general fund balance sufficient to operate the next fiscal year.

2.4: Pursue investment options and opportunities to benefit the entire association.

2.5: Set aside ___% of the general fund each fiscal year for outreach and professional development.



The OIAAA will identify a professional development format to benefit our membership

3.1: Create a New AD Workshop to include the OHSAA and support the new standards of the business.  

  1. Create within “So You Want to Be an AD” workshop

3.2: Collaborate with all associations to bring professional development and training to new ADs (3 years or less)

3.3: Enhance our professional development delivery method

  1. Increase virtual opportunities through workshops and LTIs
  2. Build the AD Toolbox to function as a Best Practice Guide
  3. Plan quarterly Hot Topics roundtable sessions

3.4: Place emphasis on the CAA designation in our LTI offerings to increase this certification amongst our members

  1. Increase CAA certifications by 10%
  2. Increase Members with CAA’s to CMAA by 2%



The OIAAA will promote the mission to our audiences.  In addition, solicit the input and needs from our membership.

4.1: Use various forms of social media and surveys to gather input from members on athletic policies.

4.2: Create a sub-committee to work with the Executive Director to assess needs and find resources to promote Education-Based Athletics 

4.3: Use social media and awards to celebrate and promote the profession of Athletic Administration

4.4: Network with other state associations to learn different ways to promote Education-Based Athletics

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