Letter from the MHC President, continued
tions is complete. T e second committee will act as a sounding board for issues that
arise and may need that little bit of extra insight to make sure that we, as a membership organization representing a wide range of equestrian pursuits and breeds, do so in an informative, fair and impartial way. A component of this committee will be Editorial Advisory Committee that will be available to T e Equiery staff to help determine editorial content and focus. Moving forward, in 2018 we will embark on the development of a new strategic plan for the combined entity of MHC and T e Equiery, a plan that will optimize both the revenue and distribution for T e Equiery, and membership and messaging for MHC. Our goal is that the new strategic plan will lead us in new directions that will enhance both the MHC and Equiery’s reach, such as enhanced member services, increased activities in Annapolis and an expanded schedule of events. We are looking forward to hearing more from you, about what you
want, see and need from MHC and T e Equiery. Happy New Year! - Neil Agate, MHC President
MHC IMPORTANT DATES In January, came talk with MHC!
Fri. Jan. 19 at 4 p.m. during the EQUUS Film Festival Sat. Jan. 20
10 a.m. at the MHC Quarterly Meeting at 10 a.m. Noon – 5 p.m. during part 2 of the EQUUS Film Festival 6:30 p.m. at the 50/20 Gala
All of the above activities will be located at the Maryland State Fair Grounds; more details elsewhere in this issue.
And most important, come with us to meet our State legislators for Maryland Horse Industry Day in Annapolis
Tuesday, January 30, 2018
ONGOING MISSION from the 2005 MHC Strategic Plan
One common interest: the horse One common voice: the Maryland Horse Council
Continue to create and expand mechanisms to bridge the discon- nects across horse groups in order to continue or increase the associ- ation’s ability to represent the industry and community on legislative and regulatory issues at the state, and eventually, county level.
6 Months – 2 Years · Hire an executive director or an association manager to handle administration so members and offi cers can further organizational goals · Hire a full time lobbyist to reach local government and counties as well as the state legislature and state government on such policy issues · Have horses recognized as agriculture nationally by the USDA, as well as at the county and local levels · Create passive revenue sources for MHC · Increase outreach to media outlets, members, and the industry on important issues · Increase educational opportunities for horse owners, and promote career opportunities in the horse fi eld · Continue to build a database to reach everyone with newsletters and increase readership · Develop a comprehensive web-based industry directory · Continue to foster networking across horse groups
2-5 Years · Hire a development director to raise funds · Have staff develop an annual media plan · Handle and expand communications (manage website, newsletters, etc.)
· Close the gap between MHC and members – information going out, and opinions and ideas coming in (issue and crisis specifi c) · Increase visibility to make horse people aware of MHC and en- courage participation · Make MHC the “go to” place for information about horses and the horse industry · Have a PAC to support legislators who favor the horse industry, increase presence nationally to lobby at the federal level
Thank You to Our Sponsors!
5-10 years · Have a permanent offi ce
24 | THE EQUIERY | JANUARY 2018
800-244-9580 |
www.equiery.com
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