NSCA.COM
2014 NSCA ELECTION
PRESIDENT-ELECT
PATRICK HAGERMAN, EDD, CSCS, NSCA-CPT, FNSCA
EDUCATION
• 2001 — Doctorate of Education in
Applied Educational Studies Oklahoma
State University
• 1995 — Master of Science
in Exercise Physiology
University of Louisville
• 1993 — Bachelor of Science
in Health and Community Wellness
Oklahoma State University
NSCA INVOLVEMENT
• Assistant Editor-in-Chief for Strength
and Conditioning Journal (SCJ )
(2008 – 2010)
• Membership Committee (2008 – 2010)
• Associate Editor for SCJ (2003 – 2008)
• Column Editor for SCJ (2000 – 2005)
• Board of Directors, Secretary/Treasurer
(2004 – 2005)
• Board of Directors (2002 – 2005)
• Leadership Committee (2002)
• NSCA Personal Trainer of the Year
(2002)
• Board of Directors Strategic Planning
Summit (2000)
• NSCA President’s Award (2000)
• Personal Trainers SIG Chair
(1997 – 2001)
• NSCA Oklahoma State Director
(1996 – 2002)
VISION STATEMENT OUTLINING
THE CRITICAL AND/OR
SUBSTANTIVE ISSUES FACING
THE NSCA, SPECIFIC GOALS FOR
THE NSCA, AND AN INDICATION
OF HOW SUCH GOALS MAY BE
ACHIEVED
Having been an NSCA member for 20
years, I have seen the organization grow to
serve the needs of more people and many
different groups within the fitness industry.
However, with growth comes challenges.
Facing these challenges and turning them
into opportunities is something I believe
the NSCA has a great capacity for. As the
industry changes, the NSCA must adapt
and change as well. My vision for the
organization is not limited to the time I
may serve if elected as President. While I
cannot predict the future, I can plan for the
future and strive to put the organization in
a position to stay ahead of change, and in
many cases be the catalyst for change.
CRITICAL/SUBSTANTIVE ISSUES
FACING THE NSCA
The mission of the NSCA is clear, but the
means of achieving the mission are not.
I believe the most critical issues facing
the NSCA are providing its membership
with the tools they need to succeed in
this industry, and perpetuating the next
generation of professionals. Likewise, the
health of the NSCA is only as good as its
ability to grow its membership base. The
organization has been fairly stagnant in
total membership for many years, and
within that stagnation there has been a
constant turnover of membership.
SPECIFIC GOALS FOR THE NSCA
1. Provide the tools and educational
opportunities that the membership
needs to succeed in their role within
the fitness industry
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NSCA BULLETIN | ISSUE 36.06
2. Grow the membership, both locally
and internationally; as well as retain
members
3. Fulfill the mission to be the “worldwide
authority on strength and conditioning”
HOW TO REACH THESE GOALS
The key to reaching each of these goals is
to look at them holistically. The fulfillment
of one goal will serve to fill others, so an
approach that includes facets of each
concurrently is needed. I believe that the
strength of the NSCA has been and always
will be its membership and what each
individual member has to offer. Likewise,
what the NSCA offers each individual
member determines whether that member
continues to be a member. The NSCA
must strive to determine what is driving
the fitness industry, what the membership
needs to be both an active and successful
part of that industry, and provide both
of those things better than any other
organization. The NSCA is a business,
and like all businesses, it has competitors
providing similar products and services.
The NSCA’s products and services need to
be better, provide more value, and adapt to
the changing needs of the membership.
To do this, the NSCA must look to its
members and ask what they need. At
the same time, we need to look to other
organizations and determine what makes
them successful – and then do it better.
It is critical that the NSCA keep members
simply because the cost of obtaining new
members is greater than retaining them.
This is a truth in any business. There are
several organizations with goals and
services parallel to the NSCA, so it is
necessary that the NSCA position itself
as the premier source of those services,
and provide them at a level that no other
organization can.