AMI Five-Year Strategic Plan—Adopted 8.26.10

GOALS

We will expand our scope to include the growing diversity of our interdisciplinary roles, and to leverage emerging opportunities that will extend our impact.

AMI will align its governance and organization structure to effectively carry out its strategic plan.

AMI will increase membership to 1,150 members by 12/31/2015.

AMI will add value for members by offering Online and On-Demand Continuing Educational Resources.

The AMI will achieve and maintain non-dues revenue so it is at least 60% of all revenue by 2015 to ensure long term financial viability.

AMI will expand and develop new external alliances with other professional associations, government non-profits, and industry partners to encourage mutual collaboration and education.

Objectives and Strategies:

GOAL 1:

We will expand our scope to include the growing diversity of our interdisciplinary roles, and to leverage emerging opportunities that will extend our impact.

1.1 OBJECTIVE: Rebrand the AMI

1.1.1 STRATEGY: Create taskforce to present rebranding implementation plan at interim Board meeting
1.1.2 STRATEGY: Develop identity (logo, tagline,etc.) and consistent messaging
1.1.3 STRATEGY: Apply new branding (identity and messaging) to all existing communications (website, etc.)


1.2 OBJECTIVE: Develop a publication plan that includes publishing articles about the profession and association in trade and professional journals at least one article per year.

1.2.1 STRATEGY: Implement a marketing campaign to expand awareness of the AMI and the diverse, unique, interdisciplinary skills of our members, and to leverage emerging opportunities.
1.2.2 STRATEGY: Develop speakers bureau - key thought leaders who are available to make presentations to outside groups on a variety of subjects related to our profession
1.2.3 STRATEGY: Develop media list of at least 50 contacts
1.2.4 STRATEGY: Send out a press release at least once per month

GOAL 2:

AMI will align its governance and organization structure to effectively carry out its strategic plan.

2.1 OBJECTIVE: Categorize committees under each strategic priority, eliminating or combining committees where overlap is determined and re-classifying some bodies as needed

2.1.1 STRATEGY: Review current structure with fellow point system in mind and develop recommendation for restructure to Board by July 2010
2.1.2 STRATEGY: Upon approval from Board, contact committee chairs/vice-chairs to discuss restructure by September 2010
2.1.3 STRATEGY: Implement new committee structure by July 2011


2.2 OBJECTIVE: Reexamine the composition, size, and organizational structure of the board of governors and executive committee to streamline their effectiveness and encourage members to become involved in leadership roles in the association

2.2.1 STRATEGY: Immediately restore the original role of the Executive committee to meet and act on behalf of the Board of Governors in an emergency only (i.e., monthly meetings are no longer needed)
2.2.2 STRATEGY: Develop recommendation for Board by Interim meeting 2011


2.3 OBJECTIVE: Evaluate bylaws to determine change that need to be made to reflect new governance and organizational structures.

2.3.1 STRATEGY: Hire attorney to draft new bylaws.
2.3.2 STRATEGY: Formalize existing relationship of partners.
2.3.3 STRATEGY: Bring bylaws concurrent with state laws.

GOAL 3:

AMI will increase membership to 1,150 members by 12/31/2015.

3.1 OBJECTIVE: Expand membership recruitment

3.1.1 STRATEGY: Recruit from affiliated organizations by offering co-membership options
3.1.2 STRATEGY: Give discounts and other incentives to companies that pay for multiple professional memberships
3.1.3 STRATEGY: Create taskforce to explore revising membership categories


3.2 OBJECTIVE: Increase the conversion rate from student/trial members to professional members

3.2.1 STRATEGY: Each Fall, contact Student members who graduated during that year to encourage them to apply for Professional membership (their first year is free) Additionally, each Fall, contact recent graduates who are completing their first free year of Professional membership, and encourage them to renew
3.2.2 STRATEGY: Send targeted email communications to trial members from AMI president prior to annual meeting and during renewal period


3.3 OBJECTIVE: Increase outreach to potential members who don’t know about the AMI

3.3.1 STRATEGY: Communicate AMI benefits to potential new members through a revamped member benefits document that answers frequently asked questions
3.3.2 STRATEGY: Invite a prominent local person (e.g., physician/scientist/industry head) to open Salon (See 5.2) as well as potential new members to the opening (medical/scientific/ artist communities) making the salon more of a PR event
3.3.3 STRATEGY: Advertise the annual conference more broadly, to encourage others to attend (medical/scientific/ artist communities), through local media, press list and through broadcast emails from Serbin or other venues


3.4 OBJECTIVE: Increase outreach to potential members who do know about the AMI

3.4.1 STRATEGY: Communicate AMI benefits to existing members through a revamped member benefits document that answers frequently asked questions and reinforces positive perceptions about being a member
3.4.2 STRATEGY: Follow-up with lapsed or non-renewing AMI members – contact by Membership Committee, Board members, Executive Director and/or President
3.4.3 STRATEGY: Send AMI newsletter to board members of affiliated North American organizations


3.5 OBJECTIVE: Increase outreach to potential global members

3.5.1 STRATEGY: Send AMI newsletter to board members of affiliated international organizations
3.5.2 STRATEGY: Continue to offer complimentary membership to President of AEIMS and pertinent other national groups
3.5.3 STRATEGY: Investigate co-sponsoring other conferences outside the AMI annual meeting
3.5.4 STRATEGY: Send AMI President to attend the AEIMS conference every year


3.6 OBJECTIVE: Ensure value of AMI membership

3.6.1 STRATEGY: Educate members about OMC benefits
3.6.2 STRATEGY: Boost value of OMC/dotorg by assigning content creators to update them regularly and highlight changes, to give people a ‘reason’ to check out the OMC and dotorg regularly
3.6.3 STRATEGY: Kick off internal PR campaign – including member snapshots, testimonials, etc., to reinforce the positive identity of belonging to the AMI
3.6.4 STRATEGY: Investigate bundling meeting registration with membership dues
3.6.5 STRATEGY: Create Continuing Education options for members (see Goal 4) and advertise this broadly.

GOAL 4:

AMI will add value for members by offering Online and On-Demand Continuing Educational Resources.

4.1 OBJECTIVE: Record and catalogue four select program sessions in Portland and make all four sessions available online for all members by January 15, 2011

4.1.1 STRATEGY: Coordinate video recording of four select Portland sessions (obtain speaker permissions
4.1.2 STRATEGY: Organize, upload, and publish all four recorded Portland sessions to a section of the AMI website with member-only access (i.e. OMC)
4.1.3 STRATEGY: Develop a communication plan intended for membership that explains the current intent and future plans of adding new Online and On-Demand Continuing Educational Resources, as well as announcing the release of the Portland sessions


4.2 OBJECTIVE: Invest in and implement a subscription-based e-learning platform to be integrated with www.ami.org by December, 2012

4.2.1 STRATEGY: Develop and implement an AMI philosophy and strategy for implementing subscription-based e-learning content for member and potentially non-members
4.2.2 STRATEGY: Develop and send RFP to e-learning technology vendors
4.2.3 STRATEGY: Integrate a chosen technology into current website environment


4.3 OBJECTIVE: Continue recording and data-basing Annual Meeting content and develop 10-15 new/current/relevant e-learning modules to populate AMI’s e-learning platform by December 2013

4.3.1 STRATEGY: Establish an e-learning support component within the Annual Meeting Planning Process
4.3.2 STRATEGY: Identify topics and standards for new content modules
4.3.3 STRATEGY: Recruit content creators

GOAL 5:

The AMI will achieve and maintain non-dues revenue so it is at least 60% of all revenue by 2015 to ensure long term financial viability.

5.1 OBJECTIVE: Enhance revenue-generating sections of the AMI website

5.1.1 STRATEGY: Seek sponsorship (work with V.T. for grant research & BCMI), grants or other sources of funding for continuing professional development courses including live-presentation Webinars and e-learning
5.1.2 STRATEGY: Recruit more corporate sponsors, and highlight their presence on the web site and within the OMC
5.1.3 STRATEGY: Incorporate selective advertising (e.g., banner ads; tie in with web committee)


5.2 OBJECTIVE: Enhance revenue at annual conferences

5.2.1 STRATEGY: Expand the number of corporate sponsors and enhance their profile
5.2.2 STRATEGY: Advertise/promote the AMI to affiliated associations
5.2.3 STRATEGY: Explore the feasibility of an exhibitors section at meetings

GOAL 6:

AMI will expand and develop new external alliances with other professional associations, government non-profits, and industry partners to encourage mutual collaboration and education.

6.1 OBJECTIVE: Develop formal affiliations with five non-artist associations by 2015 to encourage mutual collaboration on best practices.

6.1.1 STRATEGY: Identify and prioritize advocacy and education topics (e.g., fair use, contract and rights issues, metadata, open source publishing, and adoption of PLUS standardized licensing) to explore with associations such as: Association of American Publishers (AAP), American Medical Association (AMA), American Association of Anatomists (AAA), American Medical Writers Association (AMWA), National Science Foundation (NSF), American Association of Advertising Agencies (AAAA), American Trial Lawyer’s Association, American Association for Advancement of Science, Radiological Society of North America, etc.
6.1.2 STRATEGY: Send letters of engagement requesting collaboration with AMI representatives or delegates on specific topics.
6.1.3 STRATEGY: Co-develop best practice guidelines and/or white papers with our affiliated associations to further our educational efforts about creative rights and fair business practices between industries; participation of associations would be based on the topic


6.2 OBJECTIVE: Develop formal affiliations with other professional artists associations to increase awareness of our skills and services, encourage mutual collaboration, exchange imaging, e-learning and interactive technology

6.2.1 STRATEGY: Continue and strengthen our ongoing participation in Illustrators’ Partnership of America (IPA), American Society of Illustrators’ Partnership (ASIP), and Picture Licensing Universal System (PLUS)
6.2.2 STRATEGY: Sponsor AMI members (from AMI funds or membership exchanges) to serve as representatives or delegates to affiliated artists associations such as: Guild Natural Science Illustrators (GNSI), BioCommunications Association (BCA), Health & Science Communications Association (HeSCA), American Society Media Photographers (ASMP), American Institute of Graphic Artists (AIGA), etc.
6.2.3 STRATEGY: Develop contacts and communication with leading animation groups including Leonardo/ISAST, SIGGRAPH, International Association of Medical Science Educators (IAMSE), and CG Society by December 2010


6.3 OBJECTIVE: Develop contacts and communication methods with the public to increase awareness and education of advocacy topics

6.3.1 STRATEGY: Develop area on AMI website for non-members to subscribe to email alerts or RSS feeds
6.3.2 STRATEGY: Develop an externally focused e-newsletter that can be sent to affiliated organizations and publicly downloaded
6.3.3 STRATEGY: Improve the Advocacy section of ami.org


6.4 OBJECTIVE: Develop contacts with media outlets to increase awareness of our field and business issues