The document summarizes information about the Air Medical Alliance (AAMS). It states that AAMS was founded in 1980 and aims to advance safety and quality in air medical transport. It encourages high standards of performance through voluntary membership. The document also provides a timeline of AAMS' history and notes it has held safety conferences and grown its annual conference attendance. It discusses challenges such as disruptive innovations and ensuring members are ready for changes.

1. Photo courtesy of Mark Mennie Photography

2. Mission
 The core purpose of AAMS is to advance safety and
quality in air medical and critical care transport1
 Voluntary non-profit organization
 Encourages members to maintain a standard of
performance, reflecting safe operations and efficient,
high quality patient care
1http://www.aams.org/AAMS/About_AAMS/aams/AboutAAMS/About_AAMS.aspx?hkey=f9082019-f03e-4cca-987e-ecfc1e47ad5d

3. Timeline
1980
Founded as
American Society
of Hospital Based
EMS Air Medical
Services
(ASHBEAMS) in
Houston, TX
1988
Changed name to AAMS
1986
First Safety
Congress held in
Dallas, TX
1999
Enhanced and
improved the web
site with up-to-date
information on
government affairs
issues
2004
Wins coveted
Associations Advance
America Award of
Excellence
2010
The 2010 Air Medical
Transport Conference is
held in Ft. Lauderdale,
FL in October and
draws over 2300
attendees – focused
heavily on Safety Best
Practices

4. Customers

5. Agility
 Short Term  Long Term
+Notifications to
members of changing
laws
- Filling canceled
exhibition space
- No strategic plan
- Relies heavily
on annual
meeting for
income

6. Leading Indicators
Entire association field is
losing membership and having
lower attendance
=

7. Lagging Indicators
 Member feedback
 Many complaints about registration at annual meeting
 This year hired professional company instead of temps

8. Challenges to Innovation

9. Disruptive Innovation
 Development of critical care ground ambulances
 New members, more money
 New benefits need to be created

10. Zone of Capability
 Zone 6 – Willing, able, but not ready
 Staff is willing and able
 Membership (who needs to make changes) is not ready

11. UnDeR Metrics
 Unavailable
 Unknown
 Decayed
 Restricted
Photo courtesy of Mark Mennie Photography

12. Scenario Analysis
 Scenario 1
 Mergers – Reducing the amount of dues
paid
 Scenario 2
 Leadership moving the association in a
direction the members are not supportive
of

13. Path to Follow
 Rapid Path
 Strategic plan

14. Questions