The evolving money machine.
Bevacqua, meanwhile, points to negotiations with potential corporate partners as an example of improved efficiencies; staffers in various departments have been involved in the process early, allowing for a better understanding of what companies can offer before a deal is finalized.
Interest in new media also increased substantially as the benefits of an expanded Internet presence became apparent. In addition to focusing on USOpen.com, Withers says improving USGA.org so golfers have a better grasp of everything the USGA is involved with (rules, equipment, etc.) is high on the agenda.
"The key is for these new departments to become part of the overall fabric of the USGA," Fay says. "The No. 1 priority is to take these new individuals, these new areas, and to weave them into the USGA in a way that's going to be beneficial."
Brought aboard in December, Wightman, who spent five years as publisher of Golf magazine, will present a communications plan to the Executive Committee next week, one that details ways to enhance and improve the USGA brand and de-mystify the association. It's an endeavor Fay and Bevacqua contend will be key to future growth.
"We need to do a better job of explaining who we are," Bevacqua says. "I don't think we've been as effective in that critical pursuit. We have this great name, and there is a core group of golfers who understand who we are, but going beyond that and explaining to the rest of the golfing public who we are and what we do."
In other words, the association itself might need to start wearing a name tag in the foreseeable future.
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