October 2010 to Present
Executive SummaryIn 2010 IAMFA began a Strategic Planning Exercise duringthe IAMFA Annual Conference in San Francisco. In ...
Executive Summary (continued)As a final step in the Strategic Planning Exercise, IAMFA’sBoard of Directors has implemented...
1)   Brainstorming (2010 – deYoung Museum in SF)     a)   Strengths (13)     b)   Weaknesses (43)     c)   Threats (20)   ...
 Publishing of benchmarking data - 8 Conferences are critical to vitality - 7 Papyrus - 6 (Bundling ads as part of  spo...
 Regional meetings for outreach to non-members  - 3 Ability of group to document strengths,  experience, knowledge, and ...
 Website is out of date, poor presentation of  members, updates of activities - 4 (website was  redesigned) Lack of part...
 Replication – developing leadership succession  planning - 2 (Board developed a Nominating  Committee Policy for selecti...
 Economic Conditions may prevent members from  attending Annual Conferences - 8 Lack of process to educate upper managem...
 Member organizations may not know the value of  attending the conference - 3 Reductions in operating budgets - 3 Lack ...
 Marketing package; web site not user friendly;  conference focuses on the site. - 3 (Developed  and implemented Marketin...
 Setting guidelines and recommendations for  temperature and humidity for example; guidelines  are more discernible than ...
 Elevation of profession (Do we need a direct  approach to highest executive level for  recognition?) - 2 (Circulate your...
 Partner with Outside Expertise - Associate  Members; assist with web - 2 (The board can  now update the website without ...
 Willingness to share information but a  rudimentary way to share (Yahoo Forum) an  opportunity to improve (Linked In?) -...
IAMFA Strategic Planning Exercise
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IAMFA Strategic Planning Exercise

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IAMFA Strategic Planning Exercise

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IAMFA Strategic Planning Exercise

  1. 1. October 2010 to Present
  2. 2. Executive SummaryIn 2010 IAMFA began a Strategic Planning Exercise duringthe IAMFA Annual Conference in San Francisco. In thefirst session, IAMFA members met at tables ofapproximately eight, and each table was assigned tobrainstorm one of four topics: Strengths, Weaknesses,Threats, and Opportunities for Improvement. A scribefrom each table took notes, and presented each table’sfindings to the entire group.A year later at IAMFA’s Conference in Auckland, eighttables of IAMFA delegates selected what they believed tobe the top five most important responses in each of thefour categories. In this presentation file, you will find asummary of responses from those first two sessions,along with the number of votes (8 being the maximum)received for each of the responses in the four categories.
  3. 3. Executive Summary (continued)As a final step in the Strategic Planning Exercise, IAMFA’sBoard of Directors has implemented actions to addressthe priorities identified during the exercise. TheseInclude: • Redesigned website with “Members Only” page, translation feature, and site maintained by IAMFA • Developed and implemented Marketing Plan • Developed membership benefits for website and LinkedIn promotions • Developed Nominating Committee policy for succession planning • Developed Job Descriptions for board positions • Bundled Papyrus ads with conference sponsorship levelsPlease read on if you wish to see more details.
  4. 4. 1) Brainstorming (2010 – deYoung Museum in SF) a) Strengths (13) b) Weaknesses (43) c) Threats (20) d) Opportunities for Improvement (31)2) Prioritizing Responses in each Category (2011 – Voyager Museum in Auckland)3) Implementing Actions to Strengthen the Organization (November 2011 to Present)
  5. 5.  Publishing of benchmarking data - 8 Conferences are critical to vitality - 7 Papyrus - 6 (Bundling ads as part of sponsorship levels) IAMFA’s vehicles for knowledge sharing - 5  Conferences  Benchmarking survey reports  Papyrus Diversity of group - 4
  6. 6.  Regional meetings for outreach to non-members - 3 Ability of group to document strengths, experience, knowledge, and standards - 2 Inclusion of engineers and other technical experts in all professional disciplines - 2 Involvement with other prestigious institutions - 2 Board structure – very effective - 2 (Editor is a now a separate board position) As a group, we promote making museums more sustainable - 2
  7. 7.  Website is out of date, poor presentation of members, updates of activities - 4 (website was redesigned) Lack of participation of smaller museums/institutions - 3 (Keith M looking at a way to simplify benchmarking survey and reduce cost for small orgs.) No permanent staff, all volunteers - 3 Could do better job sharing technical information - still very general, want more detailed information - 3
  8. 8.  Replication – developing leadership succession planning - 2 (Board developed a Nominating Committee Policy for selecting board candidates) Need better assessment of what can we do better - 2 IAMFA is not good at publicizing organization and producing articles, publicizing best practices, “IAMFA recommends this…” - 2 (Board developed & implemented 2012 Marketing Plan) Limited mechanisms for sharing - 2 (Encourage participation in LinkedIn Group; only about half of IAMFA members have joined the LinkedIn Group. Implementing Members Only section of website)
  9. 9.  Economic Conditions may prevent members from attending Annual Conferences - 8 Lack of process to educate upper management that Facilities Management is a “core business” - 4 (Suggestion: Circulate your copy of Papyrus to upper management with a distribution list) Management may not see the value in attending the annual conference - 4 ( We have developed job descriptions for board positions, and have highlighted the responsibility of the VP Regional Affairs to help identify presentations for conferences; Schedule for Conference is published in Papyrus)
  10. 10.  Member organizations may not know the value of attending the conference - 3 Reductions in operating budgets - 3 Lack of Profile of the profession to outside organizations - 2 If we don’t grow, there are no new ideas or organizational strengths - 1 (Introduced Promotions, Marketing Plan)
  11. 11.  Marketing package; web site not user friendly; conference focuses on the site. - 3 (Developed and implemented Marketing plan, redesigned website) Add value by sharing some best practices - 3 (encourage members to author articles for improvements they implemented at their facility, need more examples for the Benchmarking page of the website) Searchable database of issues - 2 (Developed index of technical and historical articles in Papyrus and on IAMFA Website)
  12. 12.  Setting guidelines and recommendations for temperature and humidity for example; guidelines are more discernible than standards as we are not an official authority - 2 (Encourage articles/participation by conservation professionals) Greater focus on marketing/branding; what is our brand/icon; improve the brand recognition. - 2 (Developed and Implemented 2012 Marketing Plan) Use the benchmarking report as an outreach tool - 2
  13. 13.  Elevation of profession (Do we need a direct approach to highest executive level for recognition?) - 2 (Circulate your copy of Papyrus?) Educate others from our extensive knowledge base: - 2 (Promote new website, and index of technical articles) Socially responsible-take info from conference and implement - 2 Accreditation - 2
  14. 14.  Partner with Outside Expertise - Associate Members; assist with web - 2 (The board can now update the website without using a contractor) Regional meetings – quarterly meetings at a local level; Conference calls - 1 Get some academic individuals to write articles for the Papyrus magazine or other technical/trade journals - 1 (The number of articles by conservation scientists, sponsors and subscribing members are increasing. We announce deadlines to the LinkedIn Group. Take better advantage of web/IT technology - 1 (Website was redesigned with Yola)
  15. 15.  Willingness to share information but a rudimentary way to share (Yahoo Forum) an opportunity to improve (Linked In?) - 1 (Continue to encourage IAMFA members to join the LinkedIn group, and use it. It has been a goal of IAMFA for many years to develop a way for members to communicate with one another between conferences. The Group is also an effective way to promote IAMFA. Group members can invite others to join) Add a training component (to CEUs (US), CPDs (UK), France?) to increase value to members and their organizations - 1 (Attendance at IAMFA Conferences qualifies for CEUs)

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